04-Project Integration Management-2019!06!13 13-20-09
04-Project Integration Management-2019!06!13 13-20-09
04-Project Integration Management-2019!06!13 13-20-09
6th EDITION
ر ً
• تطوير الوثيقة ي
.الت تمنح الصالحية رسميا بنشوء مشوع
• Developing a document that formally authorizes the existence of a project.
• Provides the project manager with the authority to apply organizational resources to project activities.
المشوع بصالحية استغالل موارد المؤسسة ف أنشطة ر
.المشوع • تمد مدير ر
ي
✓ Provides a direct link between the project and the strategic objectives of the organization.
ً
ً ابطا ر
مباشا بي ر
.المشوع واألهداف االستاتيجية للمؤسسة ✓ توفر ر
✓ Creates a formal record of the project. ً
رسميا ر ً ر ئ
.للمشوع وتنش سجال ✓
Tools &
Input
Techniques Outputs
1. Business Documents
2. Agreements 1. Expert Judgement 1. Project charter
3. Enterprise environmental 2. Data Gathering 2. Assumption Log
factors 3. Interpersonal &
4. Organizational process Team Skills
assets 4. Meetings
▪ The business case are sources of information about the project´s objectives and how the
project will contribute to the business goals.
▪ Although the business documents are developed prior to the project, they
are reviewed periodically.
✓ The approved business case is the business document most commonly used to
create the project charter.
✓ It is commonly used for decision making by managers or executives above the
project level.
✓ The business need and the cost benefit analysis are contained in the
business case to justify and establish boundaries for the project.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Inputs ❑ BUSINESS DOCUMENTS
Business case:
The business case is created as a result of one or more of the following:
▪ Market demand ▪ طلب السوق
▪ Organizational need ▪ حاجة المؤسسة
▪ Customer request ▪ طلب العمالء
▪ Technological advance التكنولوج
ي ▪ التطور
❖ The project manager does not update or modify the business documents since they are not
project documents; however, the project manager may make recommendations.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
01. Develop Project Charter (Initiation)
Inputs ❑ Agreements
َ
ستخدم االتفاقيات لتحديد األهداف المبدئية ر ُ
✓ Used to define initial intentions for a project. .للمشوع ✓ ت
✓ Agreements may take the form of contracts, letters of intent, verbal agreements, email, or other written
agreements. ✓ تأخذ االتفاقيات شكل العقود أو خطابات النوايا أو االتفاقيات الشفهية أو التيد اإللكت ي
.ون
Defining, preparing, and coordinating all plan components and consolidating them into an integrated project
management plan.
✓ عملية تحديد وإعداد وتنسيق جميع مكونات الخطة ودمجها ف خطة متكاملة إلدارة ر
.المشوع ي
✓ Production of a comprehensive document that defines the basis of all project work and how the
work will be performed. ✓ إصدار وثيقة شاملة تحدد أساس جميع أعمال ر
.المشوع وطريقة أداء العمل
Tools &
Input
Techniques Outputs
1. Project Charter
2. Outputs from other 1. Expert Judgement 1. Project management plan
processes 2. Data Gathering
3. Enterprise environmental 3. Interpersonal &
factors Team Skills
4. Organizational process 4. Meetings
assets
TT
✓ Is the document that describes how the project will be executed, monitored and controlled, and
closed.
✓ It integrates and consolidates all of the subsidiary management plans and baselines, and other
information necessary to manage the project.
o Project management plan components include but are not limited to:
• Scope management plan.
• Requirements management plan..
• Scope baseline
• Schedule management plan.
• Cost management plan. • Cost baseline
• Quality management plan. • Schedule baseline
• Resource management plan.
• Communications management
• Procurement management plan..
• Stakeholder engagement plan
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
02. Develop Project Management Plan (Planning)
Outputs ❑ project management plan
✓ Change management plan. Describes how the change requests throughout the project will be
formally authorized and incorporated.
✓ Configuration management plan. Describes how the information about the items of the project
(and which items) will be recorded and updated so that the product, service, or result of the
project remains consistent and operative.
✓ Performance measurement baseline. An integrated scope-schedule-cost plan for the project
work against which project execution is compared to measure and manage performance.
✓ Project life cycle. Describes the series of phases that a project passes through from its
initiation to its closure.
Tools &
Input
Techniques Outputs
✓ A deliverable is any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project.
✓ Deliverables are typically the outcomes of the project.
• Using existing knowledge and creating new knowledge to achieve the project’s objectives and
contribute to organizational learning.
.المؤسش ✓ استخدام المعرفة الحالية وتكوين معرفة جديدة لتحقيق أهداف ر
المشوع والمساهمة يف التعلم
ي
Tools &
Input
Techniques Outputs
▪ Used to create and connect people to information. تستخدم إلنشاء المعلومات وربط األشخاص بها
▪ Effective for sharing simple, unambiguous, codified explicit knowledge.
فعالة لمشاركة معرفة بسيطة وغت غامضة ومدونة وواضحة
• Information gathering, for example, web searches and reading published articles.
البحث يف الويب وقراءة المقاالت المنشورة،جمع المعلومات عىل سبيل المثال
• Project management information system (PMIS).
✓ Project management information systems often include document management systems.
❑ The lessons learned register is created as an output of this process early in the project. Thereafter
it is used as an input and updated as an output in many processes throughout the project.
❑ The persons or teams involved in the work are also involved in capturing the lessons learned.
❑ At the end of a project or phase, the information is transferred to an organizational process asset
Tools &
Input
Techniques Outputs
▪ Continuous monitoring gives the project management team insight into the health of the
project and identifies any areas that may require special attention.
ً ر ر
وتتيح المتابعة المستمرة لفريق المشوع رؤية بشأن جدوى المشوع وتحدد أي المجاالت ي
الت تتطلب مزيدا من االهتمام
▪ Ensuring that the project stays aligned with the business needs. BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
05. Monitor and Control Project Work (M/C)
Inputs ❑ Work performance Information
Manage Communication
Process
➢ A procurement agreement includes terms and conditions, and may incorporate other
items that the buyer specifies regarding what the seller is to perform or provide.
➢ If the project is outsourcing part of the work, the project manager needs to oversee
the contractor’s work to make certain that all the agreements meet the specific
TT ❑Data Analysis
➢ Alternatives analysis .تحليل البدائل
▪ Used to select the corrective actions or a combination of corrective and preventive actions to
implement when a deviation occurs.
▪ يستخدم تحليل البدائل الختيار اإلجراءات التصحيحية أو مجموعة من اإلجراءات التصحيحية والوقائية لتنفيذها عند وقوع انحراف
➢ Cost-benefit analysis. .المنفعة-تحليل التكلفة
▪ Helps to determine the best corrective action in terms of cost in case of project deviations.
▪ يساعد تحليل التكلفة والمنفعة ف تحديد أفضل إجراء تصحيح من حيث التكلفة ف حالة انحرافات ر
.المشوع ي ي ي
➢ Variance analysis .تحليل التباين
▪ Reviews the differences (or variance) between planned and actual performance.
والفعىل
ي ▪ يراجع تحليل التباين االختالفات أو التباين بي األداء المخطط له
▪ They are circulated to the project stakeholders through the communication processes as
defined in the project communications management plan.
بالمشوع من خالل عمليات االتصال المحددة ف خطة إدارة اتصاالت ر
.المشوع ر ▪ ويجري تداولها إىل المعنيي
ي
✓ Status reports and progress reports. تقارير الحالة وتقارير تقدم ست العمل
✓ Earned value graphs and information مخططات ومعلومات القيمة المكتسبة
✓ Trend lines and forecasts خطوط وتوقعات االتجاه
✓ Corrective action. An intentional activity that realigns the performance of the project work with the project
.لمشوع ً
متماشيا مع خطة إدارة ا ر ✓ نشاط يعمد إىل إعادة ضبط أداء العمل ف ر
المشوع ليكون
management plan. ي
✓ Preventive action. An intentional activity that ensures the future performance of the project work is aligned with
.المشوع مع خطة إدارة الم رشوع ✓ نشاط متعمد يضمن ر
تماش األداء المستقبىل لعمل ر
the project management plan. ي ي
✓ Defect repair. An intentional activity that modifies a nonconforming product or product component. ِّ
.✓ نشاط متعمد ُيعدل المنتج غت المطابق أو أحد مكوناته
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
▪ Reviewing all change requests; approving changes and managing changes to deliverables, project
documents, and the project management plan; and communicating the decisions.
واعتماد التغيتات وإدارة التغيتات الت تطرأ عىل التسليمات ووثائق ر،✓ ه عملية مراجعة جميع طلبات التغيت
المشوع وخطة إدارة ي ي
ر
. وإبالغ القرارات،المشوع
✓ Allows for documented changes within the project to be considered in an integrated manner while
addressing overall project risk, which often arises from changes made without consideration of the
overall project objectives or plans.
كثتا ما ينشأ من التغيتات المشوع أن ُت َدرس بطريقة متكاملة مع تقليل الخطر الكىل ر
ً الذي،للمشوع ✓ تتيح للتغيتات الموثقة ف إطار ر
ي ي
.للمشوع أو خططهالت ُت َرى دون مراعاة األهداف العامة ر
ي
▪ The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate
responsibility of the project manager.
▪ Change requests can impact the project scope and the product scope, as well as any project management plan
component or any project document.
▪ Changes may be requested by any stakeholder involved with the project and may occur at any time throughout the
project life cycle.
▪ Configuration management plan should define which project artifacts need to be placed under configuration control.
▪ Changes may be initiated verbally, they should be recorded in written form and entered into the change
management and/or configuration management system.
▪ Every documented change request needs to be either approved, deferred, or rejected by a responsible individual,
usually the project sponsor or project manager.
❖ Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
. ما لم يكونوا أعضاء يف اللجنة، اىع عىل طلبات تغيت معينة بعد الحصول عىل اعتماد لجنة التحكم يف التغيت
يلزم موافقة العميل أو الر ي
Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
Tools &
Input
Technology Outputs
➢ Change management plan: provides the direction for managing the change control process and documents the
➢ Configuration management plan: describes the configurable items of the project and identifies the items that
ً
will be recorded and updated so that the product of the project remains consistent and operable. .متسقا و يف حالة تشغيلية
➢ Schedule baseline : is used to assess the impact of the changes in the project schedule.
➢ Cost baseline : is used to assess the impact of the changes to the project cost.
• indicate how the duration, cost, and resources estimates were derived and can be used to
calculate the impact of the change in time, budget, and resources.
➢ Requirements traceability matrix: .مصفوفة تتبع المتطلبات
• Helps assess the impact of the change on the project scope. • تساعد ف تقييم تأثت التغت عىل نطاق ر
المشوع ي
• Changes should be approved by the CCB (if it exists) and by the customer or sponsor, unless they
• This technique is used to assess the requested changes and decide which are
accepted, rejected, or need to be modified to be finally accepted.
ئ
.النهان • لتقييم التغتات المطلوبة والتقرير بقبول أو رفض أو الحاجة إىل تعديل أي منها لقبولها
ي
➢ Cost-benefit analysis .المنفعة-تحليل التكلفة
• Helps to determine if the requested change is worth its associated cost.
.• يساعد ذلك التحليل عىل تحديد إذا كان التغت المطلو يستحق التكلفة المرتبطة به
TT ❑ Decision-making
➢ Voting: can take the form of unanimity, majority, or plurality to decide on
whether to accept, defer, or reject change requests.
➢ Autocratic decision making : one individual takes the responsibility for
making the decision for the entire group.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
06. Perform Integrated Change Control (M/C)
O ❑ Approved Change Requests
• Change requests are processed according to the change management plan by the project manager, CCB
• Changes may be approved, deferred, or rejected. يمكن اعتماد الطلبات أو تأجيلها أو رفضها
• Approved change requests will be implemented through the Direct and Manage Project Work process.
• Deferred or rejected change requests are communicated to the person or group requesting the change.
• All change requests are recorded in the change log as a project document update.
6th
1- Meeting with stakeholder to understand reason / What he need to change
2- Analyze impact of the change with the project team on Project Constrains ( Scope
- Cost – Schedule – Quality – Risk – etc.….)
3- Inform stakeholder about the impact of such change
4- Send change request to the CCB
5- Send request to the sponsor ( if sponsor is not part of the CCB) PMBOK.115
6- After approval by CCB/ Sponsor record the change in the change log
7- Update project management plan, Baselines and documents.
8- Communicate / inform the key stakeholder
9- Implement the Approved change Request by the Project team.
Tools &
Input
Techniques Outputs
1. Project Charter
2. Project management plan 1. Expert Judgement 1. Project document updates
3. Project documents 2. Data Analysis 2. Final product, service or
4. Accepted Deliverables 3. Meetings result transition
5. Business Documents 3. Final report
6. Agreements 4. Organizational process
7. Procurement assets updates
documentation
8. Organizational process
assets
Lecture 11 : Project Integration Management
07. Close Project or Phase (Closing)
✓ Organizational team resources are released to pursue new endeavors. مساع جديدة
ٍ لك تنتهج
تحرير موارد الفريق التنظيمية ي
➢ When closing the project, the project manager reviews the project management plan to ensure that all project
work is completed and that the project has met its objectives.
▪ Making certain that all documents and deliverables are up-to-date and that all issues are resolved.
▪ Confirming the delivery and formal acceptance of deliverables by the customer.
▪ Ensuring that all costs are charged to the project. ▪ التأكد من رصف جميع التكاليف ر
للمشوع
▪ Closing project accounts. ▪ إغالق حسابات ر
المشوع
▪ Reassigning personnel. ▪ إعادة تعيي األفراد
▪ Dealing with excess project material. ▪ التعامل مع مواد ر
المشوع الفائضة
▪ إعادة تخصيص مرافق ومعدات ر
▪ Reallocating project facilities, equipment, and other resources. المشوع وغتها من الموارد
▪ Elaborating the final project reports as required by organizational policies.
▪ توضيح تقارير ر
.المشوع النهائية وفق ما تقتضيه السياسات التنظيمية
المشوع أو مرحلة ا ر
:لمشوع مثل ❖ األنشطة المرتبطة بانتهاء االتفاقيات التعاقدية المطبقة عىل ر
▪ Confirming the formal acceptance of the seller’s work. .الرسم لعمل البائع
ي ▪ تأكيد القبول
▪ Updating records to reflect final results. .▪ تحديث السجالت لتعكس النتائج النهائية
• The project charter documents the project success criteria, the approval requirements,
المشوع يحتوى عىل معايت قبول ر
المشوع ومتطلبات الموافقة ومن • ميثاق ر
and who will sign off on the project. الذى سوف يوقع ع اغالق ر
. المشوع
Inputs ❑ Accepted Deliverables التسليمات المقبولة
• The requirements for formal procurement closure are usually defined in the terms
and conditions of the contract and are included in the procurement management plan.
ُ
َ وت َّ ُ
درج يف خطة إدارة المشتيات الرسم يف رشوط وأحكام العقد
ي اء حدد المتطلبات الخاصة بإغالق عملية ر
الش • ت
• To close the contract, all procurement documentation is collected, indexed, and filed.
• Information on contract schedule, scope, quality, and cost performance along with all contract change
• when closing a project. This information can be used for lessons learned information and as a basis for
The final report provides a summary of the project performance. It can include information such as:
• Quality objectives, the criteria used to evaluate the project and product quality, the verification and
actual milestone delivery dates, and reasons for variances.
. وأسبا التباينات،الفعىل للمعالم والمعايت المستخدمة لتقييم جودة ر،أهداف الجودة
وتواري خ التحقق والتسليم،المشوع والمنتج •
ي
• Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.
.أهداف التكلفة وتشمل نطاق التكلفة المقبول والتكاليف الفعلية وأسبا أي تباينات •
• Summary of the validation information for the final product, service, or result.
.ملخص معلومات التحقق للمنتج أو الخدمة أو النتيجة النهائية •
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
ئ
O ❑ Organizational Process Asset Updates النهان
ي التقرير
• Consisting of formal documentation that indicates completion of the project or phase and the transfer of the
completed project or phase deliverables to others.
• During project closure, the project manager reviews prior phase documentation, customer acceptance
documentation from the Validate Scope process and the agreement (if applicable) to ensure that all project
requirements are completed prior to finalizing the closure of the project.
BY: EL-Sayed Mohsen , PMP®, PMI- RMP®
Lecture 11 : Project Integration Management
07.Close Project or Phase (Closing)
ئ
O ❑ Organizational Process Asset Updates النهان
ي التقرير
• Lessons learned and knowledge gained throughout the project are transferred to the
ر ُ
• تنقل الدروس المستفادة والمعرفة عىل مدار المشوع إىل مخزون الدروس المستفادة ي
.لك تستخدم يف المشاري ع المستقبلية
Inputs
Outputs
Manage Communication
Process
10 49 5
Knowledge Processes Process
Area Groups
Project Management
Project Management is accomplished through the
application and integration of five processes.
PAGE // 80
PMP
Questions & Answers
( Project Integration Management )
83
PMBOK 83
PMBOK 123