Project Management Professional

PMP Exam Preparation Course

Prepared By: Eng. Ahmed El Antary, PPM, MSPM
Engineering & Management Technologies LLC
Delaware, USA
emt@americamail.com

Project Integration Management

PMBOK 4th Ed

Ahmed El Antary: antary@consultant.com

 The Course Leader

Ahmed El Antary, PPM, MSPM

Engineering and Management Consultant

Certified Professional Project Manager (PPM), WCU, USA

PhD Learner with concentration on Project Management - PhD-
BA program. NorthCenteral University, AZ, USA

Master of Science in Project Management, Colorado Technical
University, Colorado Springs, CO, USA

B. Sc. Civil Engineering, Al Azhar University, Cairo, Egypt

Project Management Certificate & PMP Preparation Course, WCU,
USA

Business Management Certificate GL, CTU, CO, USA

Change Management Certificate GL, CTU, CO, USA

Project Management Certificate GL, CTU, CO, USA

Team Member of the Construction Extension Project for the
PMBOK 3rd Ed. By (PMI) and (ANSI)
 Importance of Project Integration
Management

Project integration management is the heart
of project management and is made up of the
day to day processes the project manager
relies on to ensure that all of the parts of the
project work together

Project integration management is the art and
science of ensuring that your project moves
forward, that your plan is fully developed and
properly implemented
When to Apply

A cost estimate is needed for a contingency
plan

The work of the project integrated with the
ongoing operations

Product scope and project scope to be
integrated

Earned value management (EVM) to integrate
various processes and to measure the project’s
performance

Project Management software tool (like MS
Project) is a tool that aids integration
Project Integration Management Processes

Develop Project Charter

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close Project or Phase
The Project Charter

Formally authorizes the project.

Gives the objectives and business case

Identifies the Project Manager.

Generic enough not to change often.

Written by a Manager higher in authority
than Project Manager.

Includes name, description, deliverables

A project does not start unless it has a
Project charter.
 Develop Project Charter - Inputs

Project Statement of Work

The Statement of Work (SOW) is a narrative description of products of
services to be delivered by the project. The SOW references are the
business needs, product scope description, and strategic plan of the
organization

Business Case
The Business Case determine whether or not the project is worth the
required investment as a result of the market demand,
organizational need, customer request, technological advance, legal
requirement , ecological impacts, and social need.

Contract

Enterprise Environmental Factors

Organizational Process Assets
 Develop Project Charter - Inputs “Cont”

Enterprise Environmental Factors such as:

 Governmental or industry standards
 Organization infrastructure
 Marketplace conditions

Organizational Process Assets such as:

Organizational standards processes and polices

Templates

Historical information and lessons learned
Develop Project Charter – T&T

1. Expert Judgment :
Provided by any group or individuals with specialized
knowledge or training and is available for many
resources such as:
 Other units within the organization
 Consultants
 Stakeholders, customers, or sponsors
 Professional and technical associations
 Industry groups
 Subject matter experts
 Project Management Office (PMO)
 Develop Project Charter – Outputs
1. Project Charter:
The Project Charter documents the business and the
customer needs. The Project Charter may include:
 Project purpose or justifications
 Measureable project objectives and success criteria
 High level requirements
 High level project description
 High level risks
 Summary milestone schedule
 Summary budget
 Project approval requirements
 Assigned project manager , responsibility, and authority
 Name and authority of the sponsor (s) authorizing the project
charter
 Develop Project Management Plan
Taking the results of other planning processes and putting them into a
consistent, coherent document that can be used to guide both project
execution and project control. It includes:

The project management processes selected by the project
management team

The level of implementation of each selected process

The descriptions of the tools and techniques to be used for
accomplishing those processes

How the selected processes will be used to manage the specific
project.

How work will be executed to accomplish the project objectives

How changes will be monitored and controlled

How configuration management will be performed

The need and techniques for communication among stakeholders
Develop Project Management Plan

Inputs:

Project Charter

Outputs from Planning Processes

Enterprise Environmental Factors

Organizational Process Assets

Tools & Techniques:

Expert Judgment
 Develop Project Management Plan

 Outputs:
1. Project Management Plan: An output of the Develop
Project Management Plan Process. The project management
plan can be composed of one or more of the following
subsidiary plans:

Scope management plan

Schedule management plan

Cost management plan

Quality management plan

Process improvement plan

Staffing management plan

Communication management plan

Risk management plan

Procurement management plan
The project management plan components

The project management plan can have one

or more following components

Milestone list

Resource calendar

Schedule baseline

Cost baseline

Quality baseline

Risk register
 Direct and Manage Project Execution

The Direct and Manage Project Execution process requires the

project manager and project team to perform multiple actions to
execute the project management plan to accomplish the work
defined in the project scope statement. These activities may
include:

Perform activities to accomplish project objectives

Expend effort and spend funds to accomplish the project objectives

Implement the planned methods and standards

Adapt approved changes into the project scope, plans, and
environment

Create, control, verify, and validate project deliverables

Manage risks and implement risk response activities

Manage sellers and suppliers

Collect and document lessons learned and implement approved
process improvement activities
Direct and Manage Project Execution
“cont.”

Inputs:

Project management plan

Approved change requests

Enterprise Environmental Factors

Organizational Process Assets

Tools & Techniques:

Expert judgment

Project management information system

Outputs:

Deliverables

Work performance information

Change requests

Project management plan updates

Project document updates
 Monitor and Control Project Work
The Monitor and Control Project Work process is performed to monitor
project processes associated with initiating, planning, executing, and
closing. The Monitor and Control Project Work process is concerned
with:

Comparing actual project performance against the project management
plan

Assessing performance to determine whether any corrective or preventive
actions are indicated, and then recommending those actions as necessary

Analyzing, tracking, and monitoring project risks to make sure the risks are
identified, their status is reported, and that appropriate risk response plans
are being executed

Maintaining an accurate, timely information base concerning the project's
product(s) and their associated documentation through project completion

Providing information to support status reporting, progress measurement,
and forecasting

Monitoring implementation of approved changes when and as they occur.

Providing forecasts to update current cost and current schedule information
Monitor and Control Project Work “cont.”

Input:

Project management plan

Performance reports

Enterprise Environmental Factors

Organizational Process Assets

Tools & Techniques:

Expert judgment

Outputs:

Change requests

Project management plan updates

Project document updates
 Perform Integrated Change Control

Inputs:

Project Management Plan

Work Performance Information

Change Requests

Enterprise Environmental Factors

Organizational Process Assets

Tools and Techniques

Expert Judgment

Change Control Meetings

Outputs:

Change Request Status Updates

Project Management Plan Updates

Project Document Updates
 Close Project or Phase
The Close Project process involves performing the project closure
portion of the project management plan. Two procedures are
developed to establish the interactions necessary to perform
the closure activities across the entire project or for a project
phase:

Administrative closure procedure: This procedure details all the
activities, interactions, and related roles and responsibilities of the
project team members and other stakeholders involved in executing
the administrative closure procedure for the project

Contract closure procedure: This procedure details all activities
and interactions needed to settle and close any contract agreement
established for the project, as well as define those related activities
supporting the formal administrative closure of the project. This
procedure involves both product verification and administrative
closure.
 Close Project or Phase “cont.”

Inputs:

Project Management Plan

Accepted Deliverables

Organizational Process Assets

Tools and Techniques

Expert Judgment

Outputs:

Change Request Status Updates

Final product, service, or result transition

Organizational process assets Updates
 Resources

Project Management Institute. (2008). A guide to the project
management body of knowledge (4th ed.). Newtown Square, PA:
Project Management Institute.
QUESTIONS
ANSWERS