Project Integration

Management
Knowledge Area
COPPs

DECEMBER,
2010

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IS EVERYONE ON BOARD?
FASTEN YOUR SEAT BELTS.
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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 stakeholder's needs and
expectations.
• Creating the project charter and its
approval formally initiates the project. This
also establishes a partnership between the
performing organization and the
requesting organization (or customer, in
the case of external projects).

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 DEVELOP PROJECT
CHARTER
• A project manager is identified and assigned as
early in the project as is feasible.
• The project manager should always be assigned
prior to the start of planning, and preferably while
the project charter is being developed.
• 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.
• A project initiator or sponsor, at a level that is
appropriate to funding the project, authorizes the
project by approving a project charter. Projects are
usually chartered and authorized externally

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DEVELOP PROJECT CHARTER CONT.

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 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.

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 Develop Project Charter:
Inputs
The SOW references:
• Business need. An organization's business
need may be based on a market demand,
technological advance, required training,
legal requirement, or governmental
standard.
• Product scope description.
• Strategic plan. All projects should support
the organization's strategic goals..
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 Develop Project Charter:
Inputs
• .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 investing in.
• Typically, at a high level, the business need,
which will be addressed by the project 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.
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Develop Project Charter:
Inputs
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
• Marketplace conditions

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 Develop Project Charter:
Inputs
• .5 Organizational Process Assets
• 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.

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4.1.2 Develop Project Charter: Tools
and Techniques
• .1 Expert Judgment
• Expert judgment is often used to assess the inputs
needed 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).
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4.1.3 Develop Project Charter: Outputs
1 Project Charter
• The project charter documents the business needs,
project justification, 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 product characteristics,
• Summary milestone schedule, " ,.
• Summary budget,
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 Just
checking
that you

are not
sleeping

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Develop Project
Management Plan

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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 iterated 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 process.

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Develop Project Management Plan

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 Develop Project
Management Plan: Inputs

• 1. Project Charter
• 2. Outputs from Planning Processes
• Outputs from many of the planning
processes are integrated to create the
project management plan. In addition,
updates to these documents can
necessitate updates to the project
management plan.

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 Develop Project
Management Plan: Inputs
• .4 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),
• Infrastructure (e.g., existing facilities and capital
equipment),

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 4 Enterprise Environmental Factors
Cont.

• Personnel administration (e.g., hiring

and firing guidelines, employee
performance reviews, and training
records),

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 Develop Project
Management Plan: Inputs
• .5 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

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Organizational Process Assets
Cont.
• Guidelines and criteria for tailoring the
organization's set of standard processes to
satisfy the specific needs of the project,
• 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;

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 Organizational Process
Assets Cont.

• Project files from past projects (e.g., scope,

cost, schedule and quality baselines,
performance measurement baselines, project
calendars, project schedule network diagrams,
risk registers, planned response actions, and
defined risk impact);
• 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.
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 4.2.2 Develop Project Management
Plan: Tools and Techniques

1 Expert Judgment
• When developing the project
management plan, expert judgment is
applied to the following:
• Tailor the process to meet the project
needs,
• Develop technical and management
details to be included in the project
management plan,
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 Expert Judgment Cont.
• 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.

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Develop Project Management
Plan: Outputs

1 Project Management Plan

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 Develop Project Management
Plan: Outputs
• Subsidiary plans include, but are not limited to:
• .Schedule management plan
• .Cost management plan
• .Quality management plan
• .Process improvement plan
• .Human resource plan
• .Communications management plan
• .Risk management plan and
• .Procurement management plan

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 Subsidiary plans Cont.
• Project baselines include, but are not limited to:
– Schedule baseline,
– Cost performance baseline,
– Scope baseline, and
– Quality baseline.
• 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.

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 Just
checking
that you

are not
sleeping

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DIRECT AND MANAGE
PROJECT EXECUTION

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DIRECT AND MANAGE PROJECT
EXECUTION
• Direct and Manage Project Execution is the
process of executing the work defined in the
project management plan to achieve the
project’s requirements.
• This process requires the project manager
and the project team to perform multiple
actions to execute the project management
plan to achieve the project’s objectives.
DIRECT AND MANAGE PROJECT EXECUTION
Some of those actions are:
• 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
 DIRECT AND MANAGE
PROJECT EXECUTION
• 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 suppliers, and
• Collect and document lessons learned, and
implement approved process improvement activities.
DIRECT AND MANAGE
PROJECT EXECUTION

• The project manager, along with the

project management team, direct the
performance of the planned 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.
DIRECT AND MANAGE
PROJECT EXECUTION

• 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
DIRECT AND MANAGE
PROJECT EXECUTION

Direct and Manage Project Execution also

requires implementation of approved
changes covering:
• Corrective actions bringing anticipated
project performance into compliance
with the project management plan.
• Preventive actions reducing probability
of potential negative consequences, and
• Defect repair requests correcting product
defects found by the quality process
 Direct and Manage Project Execution

Planning Ghana@50 Project

Process Closure
Group

Inputs Transformation Outputs

• Project Management • Expert • Deliverables
Plan Judgment • Work Performance
• Approved Change • PMIS Information
Requests
• Change Requests
• Enterprise
•Project Document
Environmental Factors
updates
•Organizational Process
Assets
Inputs- Direct and Manage
Project Execution
• Project Management Plan
Describes how the project will be implemented
to accomplish project objectives
• Approved Change Requests
The request are documented, authorized changes
scheduled for implementation by the project
team-The request could come to reduce,
expand scope, modify policies, the project
management plan, procedures, costs or
budgets, or revise schedule. Approved change
request may require implementation of
preventive or corrective actions.
Inputs- Direct and Manage
Project Execution

• Enterprise Environmental Factors

-Organization or company culture and structure,

-Infrastructure (existing facilities and capital equipment)
-Personnel administration
-Stakeholder tolerances, and PMIS

• Organizational Process Assets

 Tools and Techniques- Direct
and Manage Project
Execution
• Expert Judgment
-Assess inputs needed to direct and manage project execution to the
project management plan
• Project Management Information
Systems
It is part of the EEF, provide access to an automated tool suite,
such as scheduling software tool, configuration management
system, information collection and distribution system
These tools help you produce and keep track of the documents
and deliverables.
By having you fill a few fields on the computer screen certain
information or documents could be generated.
Output- Direct and Manage
Project Execution
• Deliverables
Unique and verifiable product, result or
capability to perform a service…..
• Work Performance Data
Raw data from project activities is routinely
collected as the project progresses. This data
can be related to various performance results
including but not limited to:
- Deliverable status
- Schedule progress
- Cost incurred
•
Output- Direct and Manage
Project Execution
• Change Requests
When issues are found while project work is being
performed, change requests are issued which
may expand, adjust, or reduce project scope to
modify project policies or procedures, to modify
project cost or budget, or to revise the project
schedule. Other change requests cover needed
preventive or corrective actions to forestall
negative impact later in the project.
-Corrective Action
-Preventive Action
-Defect
-Updates
Output- Direct and Manage
Project Execution
• Project Management Plan update
Elements of the project
management plan that may be updated
include but notlimited to:
-Communication management plan
-Human resource plan
-Schedule management plan
-Cost management plan
-Requirements management plan
-Project baselines
Output- Direct and Manage Project
Execution

• Project Document updates

Project documents that may be
updated include but not limited to:
-Requirement documents
-Project logs (issue, assumptions,
etc.)
-Stakeholder register
Monitor and Control
Project work

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Monitor and Control
Project Work

• The Monitor and Control Project

Work process is the process of
tracking, reviewing, and regulating
the progress to meet the
performance objectives defined in
the project management plan.

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Monitor and Control
Project Work
• The process is performed to monitor
project processes associated with
initiating, planning, executing, and
closing. Corrective or preventive
actions are taken to control the
project performance. Monitoring is
an aspect of project management
performed throughout the project.

47
 Monitor and Control
Project Work
• Monitoring includes collecting,
measuring, and disseminating
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 can require special attention.

48
The Monitoring 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
• Maintaining an accurate, timely information
concerning the project’s product (s) and
their associated documentation through
project completion

49
The Monitoring and Control Project
Work process is concerned with:
• Providing information to support
status reporting, progress
measurement, and forecasting
• Providing forecasts to update current
cost and current schedule information
• Monitoring implementation of
approved changes when and as they
occur.

50
 Monitor and Control project
work
Direct and
Manage NEWMONT Integrated
Project Change
Execution Control

Inputs Transformation Outputs

• Project Management • Change Requests
Plan • Expert Judgment
• Project Management
• Work Performance Plan update
Data
• Project Document
• Performance Reports Update
• Enterprise
Environmental Factors
• Organizational Process
Assets
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Monitor and Control Project work: Inputs
1 Project management Plan
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.

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 Monitor and Control Project work:
Inputs
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).

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Monitor and Control Project work: Inputs
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.

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 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.

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 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 may include, but are not limited to the
following:
– Corrective action..
– Preventive action.
– 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.

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 Monitor and Control
Project work: outputs
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.

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Monitor and Control
Project work: outputs
3 Project Document updates
• Project documents that may be
updated include, but are not
limited to:
• Forecasts,
• Performance reports, and
• Issue log.

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Perform Integrated
Change Control

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 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.

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Perform Integrated Change Control
• 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.

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Perform Integrated Change Control: Inputs, tools &
techniques, and outputs

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Perform Integrated Change Control: Inputs
1 Project management Plan
2 work Performance Information
3 Change Requests
• 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
• 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.

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Perform Integrated Change Control: Inputs

5 organizational Process assets

– 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;

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 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). •
– .

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Perform Integrated Change Control: tools
and techniques
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.

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 Perform Integrated Change
Control: outputs
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.

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 Perform Integrated Change
Control: outputs
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.

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Perform Integrated
Change Control: outputs
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.

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CLOSE PROJECT OR
PHASE

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CLOSE PROJECT/PHASE PROCESS

This Process involves finalizing all

activities across all the Project
Management Process Groups to
formally close the project or phase.
This include finalizing all activities
across all the Process Groups to
formally close the project or phase
and transfer the completed or
cancelled project as appropriate.
Close Project or Phase

The Close Project or Phase process also

establishes the procedures to
coordinate activities needed to verify
and document the project or phase
deliverable, to coordinate and interact
to formalize acceptance of those
deliverables by the customer or
sponsor and to investigate and
document the reasons for actions taken
if a project is terminated before
completion.
CLOSE PROJECT/PHASE PROCESS

In multi-phase projects, the

process closes the portion of
the project scope and
associated activities applicable
to the given phase.
 CLOSE PROJECT OR PHASE

Monitor Product,
and NEWMONT Result or
Control Service
Project
Work

Inputs Outputs
Transformation
• Project Management • Final product,
•Expert Judgment
Plan service or result
transition
•Accepted deliverables
• Organizational
• Organizational Process Process Assets
Assets (updates)

74
 Close Project or Phase: Inputs
1. Project Management plan
2. Accepted Deliverable: Those deliverables that have
been accepted through the verify scope process
3. Organizational Process Assets
• Project closure guidelines and
requirements (e.g. final project audits,
project evaluations, product
validations, and acceptance criteria
etc.)
• Historical information and lessons
learned knowledge base
CLOSE PROJECT OR PHASE: Tools &
Techniques

• 1. Expert Judgment
These experts provide expertise to
ensure the project or phase closure
is performed to the appropriate
standards
CLOSE PROJECT OR PHASE: OUTPUTS

1. Final Product, Service or Result

Transition
This is a formal acceptance and
handover of the final product,
service or result that the project was
authorized to produce. E.g. receipt
of a formal statement that the terms
of the contract have been met
CLOSE PROJECT OR PHASE: OUTPUTS

2. Organizational Process Assets Updates

These include:
i. Formal acceptance documentation
(customer or sponsor confirmation that
specifications have been met)
ii. Project files: (e.g. updated project
management plan, scope, cost, schedule
and quality baselines, project calendars,
etc.)
CLOSE PROJECT OR PHASE: OUTPUTS

3. Project or phase closure documents: Formal

documentation that indicates completion of
the project or phase and the transfer of the
completed project or phase to others.
4. Historical Information: Historical
information and lessons learned information
are transferred to the lessons learned
knowledge base for use by future projects or
phases
 Thank You

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