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CAPM & PMBOK are registered trademarks of the Project Management Institute, Inc.
Objectives
After completing this
lesson, you will be able
to:
Identify the key role of the project manager, project team, and project sponsor
Project Integration Management involves unification, consolidation, articulation, and integrative actions that are
A new resource added to the project may require changes in cost or schedule or both.
The key role of a project manager is to integrate various activities of the project.
Project Manager
The key role of a project team is to concentrate on completing the project activities.
Project Team
The key role of a project sponsor is to protect the project team from unnecessary changes
Project Sponsor
Understand the characteristics of various project selection methods to answer scenario based
questions.
Copyright 2014, Simplilearn, All rights reserved.
Present Value
Benefit to Cost
Ratio
Net Present
Value
Internal Rate of
Return
Return on
Investment
Payback Period
Opportunity
Cost
Present Value
Present Value (PV) is the current value of future cash flows. A discount factor has to be applied to reduce future cash
flows to present values.
A sum of $250 being paid right now will be more valuable than $250 being paid 3 years from now.
!
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Farther the timing of the cash flow (future value), lower is the present value.
Project X will take 2 years to complete and has an NPV of $35,000. Project Y will take 5 years to complete
and has an NPV of $95,000. Which project would you select?
Exam Tips
10
Problems where a project has to be selected over other projects, on the basis of their net present
value can be expected in the exam.
Copyright 2014, Simplilearn, All rights reserved.
11
Project A has an IRR of 25% and project B has an IRR of 15%, which project would you choose?
Payback Period
Payback Period is the number of time periods it takes to recover the investment from the project
before profits start accumulating.
12
Project A has a payback period of 5 months and project B has a payback period of 12 months. Which one
project would you select?
13
Which project would you select if the BCR of Project A is 2.5 and Project B is 1.5?
Accept a project with a BCR greater than 1. Higher the BCR, the better.
Copyright 2014, Simplilearn, All rights reserved.
Return on Investment
Return on Investment (RoI) is the rate of return on the project normalized by the initial investment. It indicates the
profitability of the project.
If a project involves an initial investment of $100,000 and generates an average return of $20,000 per year,
RoI is 20,000/100,000 or 20%.
!
14
Opportunity Cost
Opportunity cost is the cost related to the next best choice available to after choosing from among
several mutually exclusive choices. It is therefore the opportunity given up by selecting one project
over another.
What is the opportunity cost of selecting Project B if Project A has an NPV of $55,000 and Project B has an
NPV of $85,000?
Exam Tips
15
15
Problems where a project has to be selected over other projects, on the basis of their net present
value and opportunity cost can be expected in the exam.
Copyright 2014, Simplilearn, All rights reserved.
16
Process Group
Color scheme
Initiating Process
Group
Planning Process
Group
Executing Process
Group
Monitoring and
Controlling Process
Group
Closing Process
Group
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Project charter
Enterprise environmental
factors
Organizational process
assets
Legend
Input
Output
Tools & Techniques
Initiating Process
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Project charter
Expert judgment
Facilitation techniques
Project management plan is a detailed document which describes how the project would be executed, monitored
and controlled, and closed.
Project management plan contains all the subsidiary plans and their baseline value. Performance measurement
baseline of projects time is the total of project baseline time and the agreed time variance.
If the initial agreed time for a project is 180 days, it is the project baseline time value. If the agreed variance
is 10%, the project should be executed in maximum 180+180*10% = 180+18 = 198 days.
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Organizational process
assets
Project management plan
Legend
Input
Output
Tools & Techniques
Planning Process
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Expert judgment
Facilitation techniques
Key Terms
The following key terms are essential to understand project management processes:
Work Authorization System
A subsystem of the overall project management system; a collection of formal documented procedures that
defines how project work will be authorized.[3]
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan.[3]
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the project
management plan.[3]
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A set of procedures that describes how modifications to the project deliverables and documentation are managed
and controlled.
Configuration Management System
A set of procedures used to apply technical and administrative direction and surveillance to identify and
document the functional and physical characteristics of a product, service or result, or component.
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Approved change
requests
Deliverables
Change requests
Legend
Input
Output
Tools & Techniques
Executing Process
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Expert judgment
Project management
information system
Project documents
updates
Meetings
Work performance
information
Schedule forecasts
Work performance
reports
Cost forecasts
Monitor and Control Project Work
Validated changes
Enterprise environmental
factors
Organizational process
assets
Legend
Input
Output
Tools & Techniques
Monitoring & Controlling
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Work performance
reports
Change requests
Project documents
updates
Analytical techniques
Project management
information system
Meetings
Copyright 2014, Simplilearn, All rights reserved.
Exam Tips
25
Questions that test a project manager's response to a particular change in the project can be expected
in the exam.
Copyright 2014, Simplilearn, All rights reserved.
Determine that a
change is necessary
or has occurred
Evaluate
the impact
of change
Come up
with
alternatives
Discuss
internally
Discuss
externally
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You are the project manager of a new corporate initiative that is focused on revising and re-classifying
the staffing positions in its Design Division. The project plan has been developed and everything is
progressing smoothly now that you have overcome the unwillingness of the staff to provide insight on
their roles and responsibilities. The past five project team review meetings have shown that you are on
schedule and 5% under budget. Now, you are preparing the project status report for your upcoming
meeting with the Project Sponsor. Being halfway through the project, you are positive and excited at
your project stats despite the rocky start. Unfortunately, the meeting with the Project Sponsor did not
go as planned. You are informed by the Sponsor that the deadline for the project needs to be moved up
by 30 days and the budget will remain the same. The Sponsor has asked you to submit a plan of action
on how you would accomplish this new deadline. What should you do?
Business ScenarioSolution
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You need to schedule a team meeting to discuss your strategy and plan for implementing the change.
After reviewing your change management plan, your team should first look at the remaining work to be
completed to assess what it would take to complete the activities. This relates to the triple constraint
and other measurable constraints: quality metrics, risk re-assessment, and resources. Then, the team
will be able to brainstorm and analyze how to adjust the calendar accordingly and still meet the
budgetary constraint. After approaching the problem using the triple constraint and change
management process, you will be able to create a new viable plan of action so that you will both meet
the new deadline and not compromise the integrity of the deliverable. Using the triple constraint and
change control process is a great framework for assessing change and making decisions around change.
Legend
Input
Output
Tools & Techniques
Close Project or Phase
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Expert judgment
Analytical techniques
Meetings
Copyright 2014, Simplilearn, All rights reserved.
30
The ABC Fencing Line of Business has been progressing for the past two years and it is now ending. The
new LOB is finally ready for its Go live date and become a new service option for the company. In the
last week of work on the project schedule, only 10 of the 50 project team members involved in the life
of the project are needed to complete the remaining tasks that will take it live. You have already been
assigned your next project, which starts in 4 weeks. Because of the tight transition time, you are pressed
for time to formally close the project on time, hand it over to the customer, and prepare to start your
new assignment. What is the best course of action?
Business ScenarioSolution
31
To proactively prepare for the post-project review meeting, you need to inform the remaining team
members that each of them will be responsible for contributing to the Lessons Learned process and that
you want them to start capturing these notes prior to your upcoming meeting. Some team members
could be apprehensive about contributing because they do not see the value or benefit in this process
and feel you could have done it on your own. In that case, you need to explain that lessons learned and
historical information are valuable because they give insight and a potential starting point for new
projects. You should inform the team that this is also part of the updates to Organization Process Assets,
which is necessary to close the project formally.
Quiz
32
QUIZ
1
With respect to change, which of the following is the most important for a project manager to focus
attention on?
a.
Do the change
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c.
d.
QUIZ
1
With respect to change, what of the following is the most important for a project manager to focus
attention on?
a.
Do the change
d.
Answer: c.
Explanation: It is the responsibility of the project manager to proactively manage the project. This includes
preventing unnecessary changes from occurring. The changes are actually done by the project team.
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QUIZ
2
In the middle of a project, you are informed that resources promised at the beginning of the project
are no longer available. As a project manager what would you do?
a.
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c.
d.
Identify other resources that can be provided to you in lieu of the earlier promised
resources
QUIZ
2
In the middle of a project, you are informed that resources promised at the beginning of the project
are no longer available. As a project manager what would you do?
a.
d.
Identify other resources that can be provided to you in lieu of the earlier promised
resources
Answer: b.
Explanation: Now this is a tricky question. You might consider doing all of the mentioned options, but the
first thing to do in such cases is to evaluate the impact. The correct answer is B.
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QUIZ
3
A customer is well known for requesting numerous changes on projects. You have been assigned as
the project manager for a new project from this customer. What would you do in the beginning of the
project to manage this customer?
a.
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b.
Check who the customers manager is and inform him/her about the customers past
record
Involve the customer as early in the project as possible
c.
d.
QUIZ
3
A customer is well known for requesting numerous changes on projects. You have been assigned as
the project manager for a new project from this customer. What would you do in the beginning of the
project to manage this customer?
a.
b.
Check who the customers manager is and inform him/her about the customers past
record
Involve the customer as early in the project as possible
c.
d.
Answer: b.
Explanation: This one is another tricky question. In real life you might consider doing all the options listed,
but the best way to handle such a scenario is to involve the customer as early in the project as possible. The
right answer therefore is B.
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QUIZ
4
a.
Project Sponsor
b. Project Manager
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c.
Project Team
d.
Customer
QUIZ
4
a.
Project Sponsor
b. Project Manager
c.
Project Team
d.
Customer
Answer: b.
Explanation: The right answer is B. The project managers primary role is to integrate the various activities
and processes in the project to help fulfill the projects requirements.
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QUIZ
5
As a project manager you received a change request that does not impact the project schedule. What
would you do?
a.
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c.
d.
QUIZ
5
As a project manager you received a change request that does not impact the project schedule. What
would you do?
a.
d.
Answer: b.
Explanation: The correct answer is B. Whenever there is a change request, you should look at the impact
on all of the project constraints (not just the schedule).
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QUIZ
6
You have been assigned as the project manager of a project that is half way through execution. You
meet the customer and inform him that project is within the baselines, but the customer informs you
that he is not happy with the performance of the project. What should you do first?
a.
b. Meet with the project sponsor and discuss the customers concerns
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c.
Inform the customer that there is nothing wrong from the project teams side
d.
QUIZ
6
You have been assigned as the project manager of a project that is half way through execution. You
meet the customer and inform him that project is within the baselines, but the customer informs you
that he is not happy with the performance of the project. What should you do first?
a.
b. Meet with the project sponsor and discuss the customers concerns
c.
Inform the customer that there is nothing wrong from the project teams side
d.
Answer: a.
Explanation: The answer depends upon the scenario. If you heard that a customer was unhappy from someone else,
the best thing would be to meet the customer. In this case, customer is directly informing you that he is not happy. So
the best option is to meet the project team and discuss the customers concerns, before doing any thing else. The
right answer therefore is A.
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Summary
Here is a quick recap of
what was covered in
this lesson:
Integrating the project activities is the key role of a project manager; the project team
focuses on completing the project activities and the project sponsor warrants the team
against unsolicited changes
Benefit measurement methods ascertain the costs and benefits of undertaking the
project while constrained optimization methods rely on mathematical modeling to select
the best projects that achieve business objectives
Various Project Integration Management processes are Develop Project Charter, Develop
Project Management Plan, Direct and Manage Work, Monitor and Control Project,
Perform Integrated Change Control, and Close Project or Phase
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Thank You
CAPM & PMBOK are registered trademarks of the Project Management Institute, Inc.
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Reference
[1] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 66.
[2] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 72.
[3] *Definitions taken from the Glossary of the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK Guide) Fifth Edition, Project Management Institute, Inc., 2013.
[4] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 79.
[5] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 86.
[6] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 94.
[7] Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide)
Fifth Edition, Project Management Institute, Inc., 2013, Page 100.
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