Total Processes: 6 Intended Use: soley for the purpose of PMP examination preparation Prepared By: Dr.

Intended Use: soley for the purpose of PMP examination preparation Prepared By: Dr. Ratnakar Vallabhaneni PMBOK 5th Edition
Figure 4.1 Pg. No. 65 4. Project Integration Management
Project integration management includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within
the project management process groups. The links among the processes in the project management process groups are often iterative in nature.
Exam Prep Notes
4.1 Develop Project Charter: It is the process of developing a document that formally authorizes the existence of a project.
Develop Project Management Plan: It is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehesive proeject management
4.2
plan.
Direct and Manage Project Work:It is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the
4.3
projects objectives. The key benefit of this process is that it provides overall management of the project work.
Monitor and Control Project Work: It is the process of tracking, reviewing, and reporting project progress against the performance objectives defined in the project management
4.4
plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule and scope forecasts.
Perform Integrated Change Control: It is the proess of reviewing all change requests, approving changes and managing changes to deliverables, OPA, project documents, and
the project management plan and communicating their disposition. The key benefit of this process is that it allows for documented changes within the project to be considered in an
4.5 integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objective or plans.
Configuration control:
Change control:
Close Project or Phase:It is the process of finalizing all activities across all of the project management process groups to formally complete the phase of project. The key benefit of
4.6
this process is that it provides lessons learned, the formal ending of tproject work, and the relase of organization resources to pursue new endeavors.
4 Process 1. Inputs Outputs 2. Tools & Techniques 3. Outputs Inputs
1. Project Statement of Work - SOW (PI/S) 1. Expert Judgment 1. Project Charter (4.2, 5.1, 5.2, 5.3, 6.1, 7.1, 11.1, 13.1)
It is a narrative description of products, services, or results to be This is often used to assess the inputs to develop the
delivered by a project. The SOW references the following: project charter.

Business need 2. Facilitation techniques

Develop Project Management Plan: The scope management plan Develop Project Charter:

Product scope description Project Charter:The document that formally authorizes the existence of a
Initiation

Key techniques used by facilitators to help project and provides the project manager with the authority to apply
Strategic plan teams and individuals to accomplish project
1
organizational resources to project activities.
4.1 2. Business Case (PI/S) activities Key Benefit: Well defined project start, and project boundaries, creation
It is a document which describes the necessary information form a business standpoint to determine whether or not the project is of a formal record of the project, and direct way for senior mangement to
worth the required investment. formally accept and commit to the project.

3. Agreements (PI/S)
These are used to define initial intentions for a project
4. Enterprise enviironmental Factors PI: Project initiator
5. Organizational Process Assets S: Sponsor
1. Project Charter (4.1.3.1) 1. Expert Judgment
1. Project management plan (4.3, 4.4, 4.5, 4.6, 5.1, 5.5,
2. Outputs from other processes 2. Facilitation techniques
5.6, 6.1, 6.7, 7.1, 7.4, 8.1, 8.3, 9.1,10.1, 10.3, 11.1, 11.6,
Communications management plan 12.1, 12.3, 12.4, 13.2, 13.4) It integrates the following
Cost management plan Project management plan: It is the process of subsidiary plans (10) and baselines (3):
defining, preparing, and coordinating all
Human resource management plan Communications management plan (10.1.3.1)
subsidiary plans and integrating them into a
Procurement management plan comprehensive project mangement plan. Cost management plan (7.1.3.1)
Quality management plan Human resource management plan (9..1.3.1)
Requirements management plan Key benefit: It is the central document that Procurement management plan (12.1.3.1)
defines the basis of all project work.
Planning

Risk management plan Quality management plan (8.1.3.1)

1 4.2 Process improvement plan (8.1.3.2)

Requirements management plan (5.1.3.2)
is a major input into this process.

Schedule management plan

Scope management plan Risk management plan (11.1.3.1)
Stakeholder management plan Schedule management plan (6.1.3.1)
Scope baseline Scope management plan (5.1.3.1)
Schedule baseline Stakeholder management plan (13.2.3.1)
Cost baseline Scope baseline (5.4.3.1)
Project management plan updates (4.2) Schedule baseline (6.6.3.1)
3. Enterprise enviironmental Factors Cost baseline (7.3.3.1)
4. Organizational Process Assets Project management plan updates (4.4)
1. Project management plan (4.2.3.1) 1. Expert Judgment 1. Deliverables (8.3)
A deliverable is any unique an veriable product, result, or capbility to
perform a servie that is required to be produced to cmplete a process.

This includes the following: to assess the inputs needed to direct and 2. Work performance data (5.5, 5.6, 6.7, 7.4, 8.3, 10.3,
manage execution of the project management 11.6, 12.3, 13.4)
plan. Work performance data are the raw observations and
measurements identified during activities being performed
to carry out the project work.
3. Change requests (4.5): A change request is a formal
Execution

5.1.3.1 5.1.3.2, 6.1.3.1, 7.1.3.1, 13.2.3.1 proposal to modify any document, deliverable, or

1
Direct and Manage Project Work

baseline.
4.3
2. Approved change requests (4.5.3.1) !Corrective action: realigns the performance
approved change requests are an output of the 2. Project management information system !Preventive action: ensures the future perforamance
perform integrated change control process, and 3. Meetings !Defect repair: modify a nonconformaing product
include those requests reviewed and approved for
Information exchange !Updates: Changes to formally controlled project
implementation by the change control board (CCB)
Brain storming 4. Project management plan updates (4.2)
option evaluation 5. Project document updates
Decision making Requirements documentation
it is a best practice not to mix the Meeting Project logs
3. Enterprise enviironmental Factors types Risk Register
4. Organizational Process Assets Stakeholder register
1. Project management plan (4.2.3.1) 1. Expert Judgment 1. Change requests (4.5)
2. Analytical techniques As a result of comparing planned results to actual results. Change request
Subsidiary plans and baselines include: 5.1.3.1, smay be issued to expand, adjust or reduce project scope, product scope
These are applied in project maangement to forecast
5.1.3.2, 6.1.3.1, 7.1.3.1, 8.1.3.1, 8.1.3.2, potential outcomes based on possible variations of project
or quality requirements and schedule or cost baselines.
9.1.3.1, 10.1.3.1, 11.1.3.1, 12.1.3.1, 13.2.3.1, .. FIRST TO INTEGRATED CHANGE CONTROL PROCESS
or environmental variables and their relationships with
5.4.3.1, 6.6.3.1, 7.3.3.1) other variables. vCorrective action: realigns the performance of the project work.
2. Schedule forecasts (6.7.3.2) A. Regression analysis vPreventive action: ensures future performance of the project work
The schedule forecasts are derived from progress against the B. Grouping methods vDefect repair: modify a nonconforming product.
schedule baseline and computed time estimate to complete (ETC).
This is typically expressed in terms of schedule variance (SV) and C. Causal analysis 2. Work performance reports (4.5, 9.4, 10.2, 11.6,12.3)
schedule peformance index (SPI) These are the physical or electronic representation of work performance
information compiled in project documents, intended to generate
decisions, actions or awareness.
Examples: status reports, memos, justifications, information notes,
recommendations, and updates.
D. Root cause analysis Work performance reports are a subset of project documents.
SPI 1 a head of schedule, and SPI 1, it is behind the schedule E. Forecasting methods 3. Project management plan updates
Either one is used EVM or variance.. F. Failure mode and effect analysis (FMEA) 5.1.3.1, 5.1.3.2, 6.1.3.1, 7.1.3.1, 8.1.3.1,5.4.3.1,
Monitoring and Controlling

4.4 3. Cost Forecasts (7.4.3.2) G. Fault tree analysis (FTA) 6.6.3.1, 7.3.3.1
The cost forecasts are derived from progress against the cost H. Reserve analysis
baseline and computed estimate to complete (ETC). This is typically
expressed in terms of cost variance (CV) and cost performance index I. Trend analysis
(CPI) J. Earned value management
Monitor and Control Project Work

CPI 1 it is under budget, and CPI 1,it is cost over run K. Variance analysis

2 4. Validated Changes (8.3.3.2)

3. Project management information system
4. Project documents updates
Schedule and cost forecasts
5. Work performance information (5.5, 5.6, 6.7, 7.4,
8.3, 10.3, 11.6, 12.3, 13.4) 4. Meetings Work performance reports
Work performance inforamation is the performance data collected Issue log
from various controlling processes, analyzed in context and integrated
based on realtionships across areas. Meetings may be virtual, face-to-facem formal, or informal.
Examples: status of deliverables, implementation status for change
requests, forecsted estimates to complete

6. Enterprise enviironmental Factors

7. Organizational Process Assets
1. Project management plan (4.2.3.1) 1. Expert Judgment 1. Approved change requests (4.3, 4.5, 8.3, 12.3,)
Scope management plan: procedures for scope changes $ Consultants
Close Project or Perform Integrated Change

Scope baseline: product definition $ Stakeholders, including customers or sponsors

Change management plan: direction for managing the change $ Professional and technical associations
2. Work performance reports (4.4.3.2) $ Industry groups 2. Change log (13.3)
4.5 These include resource availability, schedule and cost $ Subject matter experts (SME's) A change log is ued to document changes that occur during a project.
data, EVM reports, burnup and burndown charts. $ Project management office (PMO)

3. Change requests (4.3, 4.4, 5.5, 5.6, 6.7, 7.4, 8.2, 3. Project management plan updates (4.2)
8.3, 9.4, 10.3, 11.6, 12.1,12.2, 12.3, 13.3, 13.4)
Control

4. Enterprise enviironmental Factors 2. Meetings:Usually change control meetings 4. Project documents updates
5. Organizational process assets 3. Change control tools
1. Project management plan (4.2.3.1) 1. Expert Judgment: is performed to the 1. Final product, service or result transition (customer)
Closing

appropriate standards

1 4.6 2. Accepted deliverables (5.5) 2. Analytical techniques

A. Regression analysis
2. Organizational process assets updates
Project files,
Phase

B. Trend analysis Phase closure documents,

3. Organizational Process Assets 3. Meetings Historical information