PMP Chap 4 - Project Integration Management - Part1

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Chapter 4 :
Project Integration Management
(Part 1)
Develop Project
Charter
Develop Project
Management
plan
Direct and
Manage Project
work
Monitor &
Control Project
Work
Perform
Integrated
change Control
Close Project or
phase
Initiating Planning Executing Monitoring & Controlling Closing
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

By: Anand Bobade (nmbobade@gmail.com)
Chapter 4 : Project Integration Management
Introduction
Project Integration Management Definition
Project Integration Management Processes
Each Process in details
Review of Project Integration knowledge area
Self Assessment

He is the Integrator
of this Orchestra
Maestro
Introduction

Integration Management Definition
Define processes needed to identify, define,
combine, unify, & coordinate the various
processes & Project Management activities.
Processes
&
PM
activities
Integration
ManagementIdentify
Define
Combine
Unify
Coordinate

Integration Management - Characteristics
Includes characteristics of unification, consolidation,
articulation & integrative actions that are crucial to
project successful completion
• Making single Process.Unification
• Joining multiple processes.Consolidation
• Collect data from different processes convert
into meaningful information, Reports.
Articulation
• Take actions after integrated analysis.Integrative actions

PMBOK Processes
Interaction
Real life Interaction
Integration is the key central activity in project management.
PM must consolidate & Integrate many action on day to day basis
(Changing requirements, resources, cost overrun, risks, issues etc.)
Integration managements processes holds entire project together.
Introduction - Process Integration

4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it

4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting 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
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project

4.1 Develop Project Charter
Develop Project Charter Process definition
Develop Project Charter - ITTO
What is business Case?
Project selection approach
What is Project charter & its contents
Data flow diagram
Review
Self Assessment
4.1 I T&T O

Formally authorizes a existence of a project, & provide
PM authority to apply organizational resources to
project activities.
Authorizes a
project.
Provide PM
authority.
Gets authority to
use organizations
resources.
Issued & signed by Project initiator or sponsor or
External authority( Customer, Dept. head or PMO etc.)
4.1 I T&T O

It should be broad, but sufficiently detailed.
Can be considered as project Kick-off document.
PM should be assigned as early as possible.
Preferably, while Charter is defined or prior to planning.
Project Charter Contains:
Business
Need
High level
requirements
Summary
Milestones
Summary
Budget
High level
risks
Project
Manager
assignment
4.1 I T&T O

4.1 Develop Project Charter->ITTO
Input
• Project statement
of work
• Business Case
• Agreements
• Enterprise
Environmental
Factors
• Organizational
process assets
Tools &
Techniques
• Expert Judgment
• Facilitation
Techniques
Outputs
• Project
charter
4.1 I T&T O

Project
Statement of
work
Business
Case
Agreements
Enterprise
Environmental
Factors
Organizational
process Assets
4.1 Develop Project Charter -> Input
4.1 I T&T O

4.1 Develop Project Charter -> Input-> Project SOW
Project
Statement of
work
It is a narrative description of products, services or
results to be delivered by project. It contains:
created before
project initiation
Goals
Business need
Product scope description
Risks, Assumption and Constraints
Acceptance Criteria
Summary Milestones & Budget
Product Scope Description
Characteristics of Product,
service or results
Relationship between products,
service or results
Business need that product will
address
4.1 I T&T O

4.1 Develop Project Charter -> Input-> Project SOW
Project
Statement of
work
Who issues Statement of work (SOW)?
• SOW
• (Business Need, Product Scope &
strategic Plan alignment)
• Procurement SOW
• (part of RFP or RFI etc)
Projects should be aligned with organization’s strategic plan.
This ensures each project contributes to the overall objections of the organization.
External
Customer
Project
Initiator or
Sponsor
4.1 I T&T O

Vision Mission Values Objective Strategies GoalsStrategic plan
contains
4.1 Develop Project Charter -> Input -> Statement of Work
4.1 I T&T O

4.1 Develop Project Charter -> Input -> Business Case
Business
Case
A documented economic feasibility study used to
establish validity of the benefits of a selected project.
Used as a basis for authorization of further project
work.
Describes information from a business standpoint to
determine whether project is worth investment.
Written by
Project
initiator
Sponsor Stakeholder.
4.1 I T&T O

Business
Case
Decision Making by Manager or Above Periodically reviewed
Business Case contains:
Business background
Business Benefits
Assumption & Constraints
GAP analysis, Cost Benefit analysis
Expected Cost, ROI
Identify Business need Establishes feasibility
Establishes business value & importance
(Cost-benefit analysis)
4.1 I T&T O

Project Selection Approach:
• Murder board (a panel of people who try to
shoot down a new project idea)
• Peer review , Scoring models , & Economic
models
Benefit measurement
methods
(Comparative
approach)
• Linear programming , Integer programming:
Allocating limited resources in optimal way.
• Dynamic programming, Multi-objective
programming
• Programming – not referring to computer
programing but it means planning.
Constrained
optimization methods
(Mathematical
approach)
4.1 I T&T O

Economic models for project selection
Present value
(PV)
Future value
(FV)
Net present
value (NPV):
Internal rate of
return (IRR)
Payback period Cost benefit
analysis
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection
Money: Value depends on time.
• Receiving AED 100 today has different meaning than receiving it after 1 year.
• So, there is PV – Present value & FV – Future value.
Money
Value as of Today (PV) Future value (FV)
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> FV
• You have 1,000 • Years : 2 years
• Interest: 5% (or 0.05)
• Future Value (FV) = ??
The future value ( FV ):
• How much an asset or cash will be worth at a specific time in the
future.
FV = 1,000 (1 + 0.05)^2 )
FV = 1,000 * (1.05^2)
FV = 1,000 * 1.1025
FV = 1,102.5
What is future value of 1000 kept in a bank for 2 years with interest rate of 5%
FV = PV (1 + R)
n
• Present valuePV:
• Future valueFV:
• time of yearsn:
• Interest rateR:
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> PV
Present Value:
• The value, as of date of valuation.
• PV <= FV; because money has interest-earning potential
Present Value (PV)
Interest: 5%
Amount = 1,000
After 1 year
PV = 1,000 / [(1 + 0.05)^1] PV = 1,000 / (1.05^1) PV = 1,000 / 1.05 PV = 952
Hey Ajay, I will pay you 1,000 after one year. Can you please give me some money?
What is present value of 1,000, which Ajay will receive one year from now, if interest rate is 5%
PV =
FV
(1+ R)n
Ajay Raj
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> PV
•Present Value (PV) = ?? •Years : 3 years
•Interest: 10% (or 0.1)
•Future Value (FV) = 3,000
PV = 3,000 / [(1 + 0.1)^3]
PV = 3,000 / (1.1^3)
PV = 3,000 / 1.331
PV = 2253.94
What is present value of 3,000 received three year from now, if we expect interest
rate to be 10%?
• Present valuePV:
• Future valueFV:
• time of yearsn:
• Interest rateR:
PV =
FV
(1+ R)n
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> NPV
Net present value (NPV):
• It is PV of total benefits, minus cost over many time periods.
• Helps to compare projects & select best project.
• If NPV > 0; accept the project. The project with greater NPV is selected.
Investment (or initial cost)
( Express as negative number) All Present value’s of all possible future incomes
If project costs 100,000 & generates income as below with discounted rate of 10%. Calculate NPV?
FV (Year 1) = 50,000; FV(Year 2) = 37,000; FV(Year 3) = 43,000
PV1 = 50,000 / (1 + 0.1) ^1 = 45455.54
PV2 = 37,000 / (1 + 0.1) ^2 = 30578.50
PV3 = 43,000 / (1 + 0.1) ^3 = 32306.53
NPV = (-100,000) + 45455.54 + 30578.50 + 32306.53
NPV = 8,339.57
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> IRR
Internal Rate of Return-
• Interest rate received for an investment consisting of payments
& income that occur at regular periods.
• Select Project with higher IRR.
• IRR calculation is complex & out of the scope of this PMP exam.
• To simplify, think project as bank account. You put money in project
which return interest.
Invest in project A - Call Center
upgrade with IRR of 10%
Invest in project B - Software
upgrade with IRR of 9%
Organization is investment of 5 million & has to choose the project
4.1 I T&T O

4.1 Develop PC -> Input -> BC -> Project Selection -> PBP
Payback Period:
• The time it takes to recover your investment in the
project before you start accumulating profit.
• Less payback period is better.
Plan to buy property
worth 1 million
Return 200K per year
Payback period = 5 years
Return 250K per year
Payback period = 4 years
4.1 I T&T O

Interest rate received for an
investment consisting of
payments and income that
occur at regular periods
Internal Rate of Return:
The time it takes to recover
your investment in the project
before you start accumulating
profit.
Payback Period:
4.1 I T&T O

There are four projects:
- Finance System upgrade with IRR of 10%
- Upgrading company infrastructure with IRR of 12%
- Setting centralized call centre with IRR of 14%
- CRM implementation with IRR of 14.5%
During Investment review board meeting CEO asked your recommendation to select the project.
What is you suggestion?
A) Finance System upgrade
B) Upgrading company infrastructure
C) Setting centralized call centre
D) CRM implementation
Answer :.
D) CRM Implementation
Note that, you select project with highest IRR.
4.1 I T&T O

Cost Benefit Analysis or Benefit Cost Analysis
• It indicates how much benefit (as
%) you will get for each unit of
cost that you will invest.
• BCR = Benefit / Cost
• BCR < 1 is bad.
• BCR > 1 is good.
• The project with the bigger BCR is
the better one.
• Also, called as profitability index
Benefit Cost Ratio(BCR)
• Compares costs to benefits.
• CBR = Cost/Benefit
• CBR > 1 is bad.
• CBR < 1 is good.
• The project with the smaller CBR
is the better one.
Cost Benefit ratio (CBR)
4.1 I T&T O

Using the Benefit Cost Ratio, which of the following projects do you
select?
A) Project A with a BCR of 1.2
B) Project B with a CBR of 0.90 and cost of 100,000
C) Project C with a cost of $100,000 and benefits of 110,000
D) Project D with a BCR of .90
Answer :
The higher the BCR the better.
Project A has the highest BCR of 1.2, hence answer is A) Project A with a BCR of 1.2
Note: For option B; We cannot compare a CBR to a BCR. We have to first calculate its BCR.
Step1: Calculate benefit => CBR = Cost/Benefit; Benefit= cost/CBR = 100,00 / 0.9 = 111,111
Step2: Calculate BCR = Benefit/Cost = 111,111 /100,000 = 1.11.
Hence, Project A has higher BCR ‘1.2’ compare to project B ‘1.11’
4.1 I T&T O

• Net Present value (NPV)Higher
• Internal Rate of Return (IRR)Higher
• Benefit Cost ration (BCR)Higher
• Pay back Period (PBP)Lower
Project selection : Select project with
4.1 I T&T O

4.1 Develop Project Charter -> Input -> Agreements
Agreements
Any document or communication that defines the
initial intentions of a project.
Contract
Memorandum of Understanding (MOU’s)
Service Level Agreements (SLA)
Letter of agreements
Letter of intents
Verbal Agreement
Email or other written agreements
Agreement
forms:
4.1 I T&T O

4.1 Develop Project Charter -> Input -> EEF
Enterprise
Environmental
Factors
Market conditions:
• For Business case approval which will lead to Project charter.
Organizations structure:
• For Project charter approval decision.
Resources:
• PM allocation
4.1 I T&T O

4.1 Develop Project Charter -> Input -> OPA
Organizational
process Assets
Project initiation & approval process.
• Program or Portfolio management methodology.
Project Management methodology.
• For Project charter approval decision.
Historical data:
• Data related to similar projects.
• Lessons learned.
4.1 I T&T O

4.1 Develop Project Charter -> Tools & Techniques
Expert Judgment
Facilitation
Techniques
4.1 I T&T O

4.1 Develop Project Charter -> T&T -> Expert Judgment
Expert Judgment
Asses inputs (Business case, Project SOW, agreements
etc.) used to develop project charter.
Can be applied to all technical & management details
during this process.
Industry expertise Technical expertise
Financial/Costing expertise
Project Management
expertise
Area’s of
expertise
Experts:
SME
Other units
within
organization
Consultants
Other
Stakeholders
(including
customer)
Professional &
technical
associations
Industry
groups
PMO
4.1 I T&T O

4.1 Develop Project Charter->T&T->Facilitation Technique
Facilitation
Techniques
It help’s group of people understand their common objectives & assists
them to achieve these objectives.
Helps develop a consensus for decision. Cross functional team
members are involved.
Reconciling stakeholder differences, and guides development of
project charter.
Technical
expertise
Industry /
Operational
expertise
Financial /
Costing
expertise
Project
Management
expertise
Facilitated
meeting
Brainstorming
Project
Charter:
- Project
Objective
- High level
description
- Budget
Neutral
Observer
Brainstorming Conflict resolutions Problem solving
Meetings
management
4.1 I T&T O

Project
Charter
4.1 Develop Project Charter -> Output
4.1 I T&T O

Project
Charter
Formally authorizes a project & provide PM with
authority to apply organizational resources to project.
Project Purpose or Justification.
Measurable objectives & success
criteria's.
High level requirements.
High level project description.
High level risks.
4.1 Develop Project Charter->Output-> Project Charter
4.1 I T&T O

Project
Charter
4.1 Develop Project Charter->Output-> Project Charter
Summary milestone schedule.
Summary budget.
Initial Stakeholder list.
Project approval requirements.
Assignment of Project manager.
4.1 I T&T O

4.1 Develop Project Charter -> Process Flow
4.1 I T&T O

4.1 Develop Project Charter -> Review
Develop Project Charter Process
What is statement of Work?
What is business Case?
What is PV, FV, NPV, Payback period etc
Techniques: Expert Judgement & Facilitation
technique
What is Project charter & its contents.
4.1 I T&T O

4.1 Develop Project Charter -> Question1
Which process formally authorizes the project?
A. Receive project approval
B. Identify Project Manager
C. Develop preliminary project statement
D. Develop project charter
Answer: D. Develop project charter
Develop project charter process formally authorizes the project and identifies the project
manager.
4.1 I T&T O

4.1 Develop Project Charter -> Question2
Which of the following is not true about project charter?
A. Project charter is written by the Project Manager.
B. Project charter defines the purpose of the project
C. Identify and authorizes the Project Manager
D. Project charter is authorized by Executive Management
Answer: A. Project charter is written by the Project Manager.
4.1 I T&T O

• Learn visually
4.1 I T&T O

4.2 Develop Project Management Plan
Develop PMP Process definition
Develop Project Management Plan - ITTO
How to develop PMP?
Content of PMP.
What is process tailoring?
What are different subsidiary plans?
What are project documents?
Data flow diagram
Review
Self Assessment
4.2 I T&T O

4.2 I T&T O

management plan
project
4.2 I T&T O

Why?
What?
Who?When?
How?
Manage
ment
4.2 I T&T O

Prepare
With the Help of
Project
management
Team
Project Management Plan
Project Approach / methodology-phases
Contains Baselines (Scope, Cost, Schedule)
Describes how to Direct & Manage resources?
Describes how to Monitor & control resources
Describe how to manage changes?
Reporting structure, frequency etc
Document assumptions & Decisions
Used for stakeholder communication
4.2 I T&T O

Defining
Preparing Coordinating
Integrating
Subsidiary
Plans
The process of defining, preparing, coordinating &
integrating subsidiary plans.
It is a central document that defines the basis of all
project work.
4.2 I T&T O

Scope Baseline Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirements
Management
Plan
Schedule
Manageme
nt plan
Cost
Management
Plan
Quality
Management
Plan
HR management
Plan
Communication
Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvement
Plan
Change
Management
Configuration
Management
Subsidiary plans:
4.2 I T&T O

Integrates all Subsidiary plans.
Defines actions related to all project work.
Defines how project will be monitored, controlled &
closed.
Define Change Control process.
Live document–progressively updated/modified.
PMP should be approved before project work begins.
Scope
Baseline
Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirement
s
Management
Plan
Cost
Management
Plan
Quality
Management
Plan
HR
management
Plan
Communicati
on Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvemen
t Plan
Change
Management
Configuratio
n
Management 4.2 I T&T O

The PMP contains scope, schedule, and cost baselines,
against which the PM will need to report project
performance.
Scope baseline :
Scope statement,
Work breakdown
structure (WBS),
and WBS dictionary
Schedule baseline:
The agreed-upon
schedule, including
the start and end
dates, Milestones.
Cost baseline :
The time-phased cost
budget
4.2 I T&T O

Deviations from baselines are often due to incomplete
risk identification and risk management.
How to handle a problem on a project?
Look at your Project management plan to see how you
planned to handle such a problem.
Both are Different
• How work will be performed
Project Schedule
• Activities/ Milestones on timeline
4.2 I T&T O

Inputs
• Project charter
• Outputs from
other processes
• Enterprise
Environmental
Factors
• Organizational
process assets
Tools
&Techniques
• Expert Judgment
• Facilitation
Techniques
Outputs
• Project
Management
plan
4.2 Develop Project Management Plan->ITTO
4.2 I T&T O

Project
Charter
Output from
Other Processes
EEF OPA
4.2 Develop Project Management plan -> Input
4.2 I T&T O

4.2 Develop PMP -> Inputs -> Project charter
Project
Charter
It acts as a starting point for initial planning
Purpose or Justification
Measurable objectives
High level requirements
High level project
description
Summary milestone
Summary budget
Stakeholder list
High level risks
Input to
develop PMP
Project
Management
Plan
Scope
(Requirements)
Schedule Project Budget
4.2 I T&T O

4.2 Develop PMP->Inputs->Output from other processes
Output from
Other Processes Communication
Management plan
Scope
Management plan
Quality
Management plan
Any baselines & subsidiary plans that are output
from other planning processes are input to PMP.
4.2 I T&T O

4.2 Develop PMP->Inputs->Output from other processes
Jan Feb Mar Apr
Scope Management Plan
Collect Requirements
Schedule Management Plan
Develop Schedule
Cost Management Plan
Develop Budget
Note: Similar logic is applicable for all other subsidiary plans
PMP will integrates details from plan’s of all knowledge areas.
Further, scope, time & cost knowledge area’s all planning processes has to complete
to generate respective baselines, which will be incorporated in PMP.
4.2 I T&T O

4.2 Develop PMP->Inputs-> EEF
Enterprise
Environmental
Factors
PMIS:
• PMP has to consider organizations PMIS and integrate its utilization
& adaptation in the project.
Company infrastructure:
• Staffing arrangement & communication may be dependant on
available infrastructure.
Organization structure & resources:
• Organization structure may impact PMP approval.
• Existing resource capabilities may impact PMP.
4.2 I T&T O

4.2 Develop PMP->Inputs-> OPA
Organizational
process Assets
Project Management methodology.
• Project approach/ Phases & PMP preparation.
Historical data:
• Data related to similar projects.
• Lessons learned.
4.2 I T&T O

Expert Judgment
Facilitation
Techniques
4.2 Develop Project Management plan-> Tools and Techniques
4.2 I T&T O

Tailor process
Develop technical and management details
Determine resources and skill levels
Define level of configuration management
Work prioritization
Technical expertise
Quality management
expertise
HR & Training Expertise
Configuration
Management expertise
Experts
4.2 Develop PM plan-> T&T -> Expert Judgment
Expert Judgment
4.2 I T&T O

4.2 Develop PM plan-> T&T -> Facilitation Techniques
Facilitation
Techniques
It help’s group of people understand their common objectives &
assists them to achieve these objectives.
Helps develop a consensus for decision. Cross functional team
members are involved.
Reconciling stakeholder differences, and guides development of
PMP.
Technical
expertise
Industry /
Operational
expertise
Quality,
Financial
expertise
Project
Management
expertise
Facilitated
meeting
Brainstorming
Neutral Observer Brainstorming Conflict resolutions Problem solving
Meetings
management
4.2 I T&T O

4.2 Develop Project Management plan-> Output
Project
Management
plan
4.2 I T&T O

4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
Describes how project will be executed, monitored and
controlled.
It integrates & consolidates all subsidiary plans and
baselines from planning processes.
PMP contents:
Project authorization
Project Approach / Phases
Project Baselines
Subsidiary Plans
Integrated Change control
Performance measurements & Reporting
Links to supporting documents
4.2 I T&T O

Project
Management
plan
PMP may also include the flowing's:
Project Lifecycle & applicable processes for each phase
How work will be executed to meet project objectives
How integrity of project baseline will be maintained
Communication among stakeholders
Key management review for constraints
Configuration management plans
4.2 I T&T O

Process Tailoring (Software development example):
Select Project Management
processes for each phase
Detail level of process
implementation
Description of selected
process Tools & Techniques
Majority of planning &
some Direct/manage
process.
Initiate Study Design Build &
Test
Operate
Majority of initiation
& some planning
processes
Majority of Direct/manage
& Monitoring/controlling
processes
Some of Direct/Manage,
M&C and majority closing
processes
4.2 I T&T O

Project
Management
plan
Subsidiary plans of PMP:
Scope Baseline Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirements
Management
Plan
Cost
Management
Plan
Quality
Management
Plan
HR management
Plan
Communication
Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvement
Plan
Change
Management
Configuration
Management
4.2 I T&T O

Project
Management
plan
Supporting documents / other project documents:
Project Agreements/ contacts
Seller Information
Project forecasts
Activity lists
Project estimates
Performance assessments
4.2 I T&T O

Project
Management
plan
Project Statement of work
Project funding requirements
Project charter
Milestone list
Stakeholder Register
Issue log
Risk Register
Change Request
Change log
Forecast & analysis:
• Cost Forecast
• Schedule Forecast
• Team performance assessment
• Work Performance Data
• Work Performance Information
• Work Performance Reports
Schedule related:
•Activity List , Activity attributes
•Activity resource requirements
•Resource calendars
•Project Schedule Network diagram,
•Project Schedule, Project Calendar
•Schedule data
•Project staff assignments
•Resource breakdown structure
Cost related:
•Basis of estimates
•Activity cost estimates
Quality related:
•Quality Checklist
•Quality Metrics
•Quality control measurements
Procurement relates:
•Procurement documents
•Procurement SOW
•Sellers proposal
•Source selection criteria
•Agreement
Requirements related
•Requirements documents
•Requirement Traceability Matrix
Project documents (No need of CR for updating these docs.)
4.2 I T&T O

4.2 Develop PM plan-> Process Flow
4.2 I T&T O

4.2 Develop Project Management Plan -> Review
Develop Project Management Plan Process
Tools & Techniques: Expert Judgement &
Facilitation techniques
Why PMP?
Content of PMP.
Process tailoring?
Different subsidiary plans.
Difference between PMP & Project documents.
4.2 I T&T O

4.2 Develop PM plan-> Question1
The project management team has selected the project management
processes that will be used in an Software development project. In
which document, project sponsor will be able to find such information?
A. Project charter
B. Project Statement of work
C. Project scope statement
D. Project management plan
Answer: D. Project management plan
4.2 I T&T O

• Learn visually
4.2 I T&T O

4.3 Direct & Manage Project Work
Direct & Manage Project Work Process definition
Direct & Manage activities.
Direct & Manage Project Work - ITTO
How to deal with Approved Change request.
What is PMIS?
What is work performance data?
Data flow diagram
Review
Self Assessment
4.3 I T&T O

4.3 I T&T O

management plan
project
4.3 I T&T O

Direct
resources
Manage
resources
Manage
Vendor
Train
resources
This is about executing the plan. Performing actual work.
Deliverables
(Prototype,
Software build,
tested
application)
Results in
4.3 I T&T O

Focus on Delivering
Project results to
Achieve project
objectives. PM must spend
only necessary
efforts, time &
resources.
4.3 I T&T O

The process of performing work defined in PMP
to achieve the project’s objectives.
It related to overall Management of project work.
Defined in PMP
Achieve Project
objectives
Performing work
4.3 I T&T O

Activities involved:
Perform activities to
collect requirements
Create project
deliverables
Obtain, manage & use
resources
Provide Staff, training Establish & manage
project
communication
Generate project data
( Cost, schedule,
progress and quality)
4.3 I T&T O

Manage risks Manage sellers
and suppliers
Manage
stakeholders
Document
Lesson learned
Issue change
requests
Implements
standards
Activities involved:
4.3 I T&T O

4.3 Direct & Manage Project Work->TTIO
Input:
• Project
management
plan
• Approved
Change
request
• EEF
• OPA
Tools &
Techniques:
• Expert Judgment
• Project
Management
Information
System
• Meetings
Outputs:
• Deliverables
• Work
performance
data
• Change request
• PMP update
• Project
document
updates
4.3 I T&T O

4.3 Direct & Manage Project work-> Input
Project
Management Plan
Approved Change
Request
Enterprise
Environmental
Factors
Organizational
process
Assets
4.3 I T&T O

4.3 Direct & Manage Project work-> Input -> PMP
Project
Management Plan
Describes how project will be executed, monitored and
controlled.
Perform activities to
collect requirements
Obtain, manage & use
resources
Establish & manage
project
communication
Scope Management
Plan
HR management
Plan
Communication Plan
4.3 I T&T O

4.3 Direct & Manage Project work-> Input -> Approved CR
Approved Change
Request
It is output of Perform Integrated change Control process.
Approved CR’s are scheduled & implemented by project team.
Corrective action —Realigns the performance of
the project work with PMP. E.g., add temporary
resource to recover from delay.
Preventive action—Ensures future performance
of project work is aligned with PMP (minimize
risks). E.g., add resource to ensure timely
completion of activities to avoid future delay.
Defect repair—Modify a nonconforming product
or product component. E.g., add additional test
cycle to ensure all defects are fixed & tested.
Change
request can
be raised as
4.3 I T&T O

4.3 Direct & Manage Project work-> Input -> Approved CR
Approved Change
Request
Create CR Analyse CR Present to CCB
Approve/Reject
CR
Implement Change
Create/ update
deliverables
Perform
additional testing
Acquire new
resources
Direct & manage project work
Perform Integr’d Change Control
4.3 I T&T O

4.3 Direct & Manage Project work-> Input -> EEF
Enterprise
Environmental
Factors
Organizational, company, or customer culture and structure of
the performing or sponsor organizations
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, for example allowable cost overrun
percentage.
PMIS (Scheduling software tool, a configuration management
system, an information collection & distribution system etc)
4.3 I T&T O

4.3 Direct & Manage Project Work-> T&T
Expert Judgment
PMIS
Meetings
4.3 I T&T O

4.3 Direct & Manage Project Work->T&T->Expert Judgment
Expert Judgment
Risk Management experts Technical experts
Quality experts
EVM / Performance
management experts
Expertise provided by:
It is applied to all technical and management details
during this process.
Review approved change request for updating deliverables
Discuss completed deliverables
Discuss work performance data which may lead to raising a
change request
4.3 I T&T O

4.3 Direct & Manage Project Work->Tools & Technics-> PMIS
Project
Management
Information
System
It’s collection of tools helps project manager & project
management team to perform project management activities;
efficiently manage the project.
It automates information gathering and reporting on key
performance indicators (KPI).
Scheduling
Resource
management,
Change control
tool,
Procurement
management,
Project records
management
Cost management,
Performance
reporting,
Forecasting (SPI,
CPI)
PMIS
MS-Share point with MS-
Project
HP-Project Portfolio
Management
4.3 I T&T O

PMIS
Helps to plan, store, retrieve & distribute project
documents. Track resource utilization.
Work authorisation system.
• Ensure work is only started when formal authorization is
given. E.g., construction project with huge resource pool
Information collection
• e.g., no. or percentage of tasks completed
Information distribution
• Reporting on KPI’s (Schedule/Cost performance)
Manage Change requests
• Approval workflow, change log etc.
4.3 I T&T O

4.3 I T&T O

4.3 Direct & Manage Project Work->T&T-> Meetings
Meetings
Meeting Types
Information
Exchange
(WSR, Team
status meetings)
Brainstorming,
Option evaluation
or Design
Decision making
(Steering
committee, CCB
meetings)
Meetings should not be mixed
Should have well defined Agenda, Objective & timeframe.
Minutes of the meeting should be document and stored.
Most effective when all participants are face to face.
4.3 I T&T O

Deliverables Work
performance data
(Raw data)
Change Request
4.3 Direct and Manage Project Work -> Output
PMP update Project document
updates
4.3 I T&T O

4.3 Direct & manage project work-> Output -> Deliverables
Deliverables
Any unique or verifiable product, result or a capability to perform the service.
Completion of a final deliverable indicates completion of project phase. E.g.,
Software build ready, means development phase of software project is
complete.
They are typically tangible components completed to meet the project
objective. Example are:
Elements of PMP
Requirements
documents
Completed
Product Signed Contract
Software
Component
Deliverables Verified deliverables
Monitoring & Controlling
process groupExecuting Process Group
Direct and Manage
Project work Control Quality
Examples:
4.3 I T&T O

4.3 Direct & manage project work-> Output -> Deliverables
Deliverables
• Done during execution phase of the Project.
• Executing process group
• Integration management - Direct &
Management Project work process (Output
is deliverables)
Produce
Deliverables
• To meet quality standards as defined in
Quality management plan.
• Monitoring & Controlling process group
• Quality management - Perform Quality
Control process. (Output - verified
deliverables)
Verify Deliverables
• For final Customer acceptance/approval.
• Monitoring & Controlling process group.
• Scope Management – Validate scope
process. (Output is Accepted deliverables)
Accept
Deliverables
4.3 I T&T O

4.3 Direct & Manage Project Work->Output->WPD
Work
Performance
Data (Raw data)
Raw observations and measurements identified during
activities being performed to carry out the project work.
Data is gathered through work execution and passed to the
controlling processes of each process area for further analysis.
Executing Process Group ->
Direct and Manage Project work
Control Scope Control Schedule Control Cost Control Quality Control Risks
Monitoring &
Controlling PG
Work completed
Technical performance
measures
Start & finish dates of
scheduled activities
No of Change requests Number of defects
Actual cost
Actual duration
4.3 I T&T O

4.3 Direct & manage project work-> Output -> Chang Request
Change Request
Formal proposal to modify any document, deliverables or baseline
Delay in work
Risk Mitigation
Acceptance failure
This process has
Approved CR as
Input & CR as
output
Corrective
action
Preventive
action
Defect repair
4.3 I T&T O

4.3 Direct & manage project work-> Output -> PMP & docs update
PMP updates
Scope, Requirements, Schedule, Cost, Quality,
Process improvement, HR, Communication,
Risk, Procurement, stakeholders, Baselines
Project document
updates
Requirements documents, logs, Risk Register,
Stakeholder Register
4.3 I T&T O

4.3 Direct & manage project work-> Process Flow
4.3 I T&T O

4.3 Direct & manage project work-> Quick review
What is purpose of Direct and Manage project work
process.
Tools & Techniques: Expert Judgment, PMIS, Meetings
What is change Request?
What are deliverables?`
What is work performance data?
4.3 I T&T O

4.3 Direct & manage project work -> Question1
Project work activities like Provide Staff, training & manage project team members
is done in which process
A. Direct and Manage Project work
B. Monitor & Control Project Work
C. Perform Integrated Project work
D. Close Project or phase
Answer: A. Direct and Manage Project work
4.3 I T&T O

4.3 Direct & manage project work -> Question1
Stakeholder risk tolerances, for example allowable cost overrun percentage is an
example of:
A. Organizational process assets
B. Enterprise Environmental Factors
C. Lesson Learned
D. Project Management Information System
Answer: B. Enterprise Environmental Factors
4.3 I T&T O

• Learn visually
4.3 I T&T O

Thank You!
To Learn Project Management, Contact Anand Bobade (055 5932004)
•nmbobade@gmail.com
•https://ae.linkedin.com/in/anandbobade
•http://www.slideshare.net/anandbobade
•Conduct Online training, Corporate Training, evening & weekend workshops.
Free learning resources
on slide share

PMP Chap 4 - Project Integration Management - Part1

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