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PMP Certification Exam Prep — Project Integration Management

First Knowledge Area of Project ManagementProject Integration Management groups together the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management process groups.

Based on chapter 4 of PMBOK® Guide 5th Edition, here’s an easy reference guide to definition, processes, and key terms of Integration Management.

Other articles in the series PMP® Certification Exam Prep

  1. Project Management Process Groups 101
  2. Project Management Knowledge Areas 101
  3. PMP Certification Exam Prep — Project Integration Management
  4. PMP Certification Exam Prep — Project Scope Management
  5. PMP Certification Exam Prep — Project Time Management
  6. PMP Certification Exam Prep — Project Cost Management
  7. PMP Certification Exam Prep — Project Quality Management
  8. PMP Certification Exam Prep — Project Human Resource Management
  9. PMP Certification Exam Prep — Project Communication Management
  10. PMP Certification Exam Prep — Project Risk Management
  11. PMP Certification Exam Prep — Project Procurement Management
  12. PMP Certification Exam Prep — Project Stakeholder Management

Transcript

1) Definition

A subset of project management that includes: “The processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.” PMBoK® Guide, 5th Edition, p. 63



2) Processes

2.1) INITIATING

2.1.1) DEVELOP PROJECT CHARTER

“The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to the project activities” PMBoK® Guide, 5th Edition, p. 66

Inputs

  1. Project Statement of Work
  2. Business Case
  3. Agreements
  4. Enterprise Environmental Factors
  5. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Facilitation Techniques

Outputs

  1. Project Charter

2.2) PLANNING

2.2.1) DEVELOP PROJECT MANAGEMENT PLAN

“The process of defining, preparing, and coordinating subsidiary plans and integrating them into a comprehensive project management plan.” PMBoK® Guide, 5h Edition, p. 72

Inputs

  1. Project Charter
  2. Outputs from Other Processes
  3. Enterprise Environmental Factors
  4. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Facilitation Techniques

Outputs

  1. Project Management Plan

2.3) EXECUTING

2.3.1) DIRECT AND MANAGE PROJECT WORK

“The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve project objectives.” PMBoK® Guide, 5th Edition, p. 79

Inputs

  1. Project Management Plan
  2. Approved Change Requests
  3. Enterprise Environmental Factors
  4. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Project Management Information System (PMIS)
  3. Meetings

Outputs

  1. Deliverables
  2. Work Performance Data
  3. Change Requests
  4. Project Management Plan Updates
  5. Project Document Updates

2.4) MONITORING & CONTROLLING

2.4.1) MONITOR AND CONTROL PROJECT WORK

“The process of tracking, reviewing, and reporting the progress to the meet the performance objectives defined in the project management plan.” PMBoK® Guide, 5th Edition, p. 86

Inputs

  1. Project Management Plan
  2. Schedule Forecasts
  3. Cost Forecasts
  4. Validated Changes
  5. Work Performance Information
  6. Enterprise Environmental Factors
  7. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Analytical Techniques
  3. Project Management Information System
  4. Meetings

Outputs

  1. Change requests
  2. Work Performance Reports
  3. Project Management Plan Updates
  4. Project Document Updates

2.4.2) PERFORM INTEGRATED CHANGE CONTROL

“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 and communicating their disposition.” PMBoK® Guide, 5th Edition, p. 94

Inputs

  1. Project Management Plan
  2. Work Performance Reports
  3. Change requests
  4. Enterprise Environmental Factors
  5. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Meetings
  3. Change Control Tools

Outputs

  1. Approved change requests
  2. Change Log
  3. Project Management Plan Updates
  4. Project Document Updates

2.5) CLOSING

2.5.1) CLOSE PROJECT OR PHASE

“The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase” PMBoK® Guide, 5th Edition, p. 100

Inputs

  1. Project Management Plan
  2. Accepted Deliverables
  3. Organizational Process Assets

Tools and Techniques

  1. Expert Judgment
  2. Analytical Techniques
  3. Meetings

Outputs

  1. Final Output, Service, or Result Transition
  2. Organizational Process Assets Updates


3) Key Terms

3.1) DEVELOP PROJECT CHARTER

  • Assumptions: Factors that are considered to be true, real or certain without proof or demonstration.
  • Constraints: Factors that limit the project team’s options to complete the project and produce the required deliverables.
  • Opportunity Cost :The benefit ($$$$) lost by selecting another project.
  • Sunk Cost: Money already spent that cannot be recovered.
  • Law of Diminishing Returns: Productivity and resources are not linked in a 1:1 relationship; at some point adding resources does not yield a corresponding increase in productivity.
  • Working Capital: The funds available for use by an organization.
  • Depreciation: Accounts for the fact that assets lose value over time.

3.2) DEVELOP PROJECT MANAGEMENT PLAN

  • Stakeholder: Individuals and organizations involved in or affected by project activities, such as project managers, sponsors, and clients/customers.
  • Project Documents: Documents not part of the project management plan that are used to manage the project such as: Project Charter, Contracts, Agreements, Statements of Work, etc., Work Performance Reports, and Risk and Issue Logs
  • Kickoff Meeting: First meeting with the project team and the client of the project.

3.3) DIRECT AND MANAGE PROJECT WORK

  • Corrective Action: Changes made to bring expected future performance of the project into line with the plan.
  • Preventive Action: An action to ensure the future project performance does not deviate from the project management plan.
  • Defect: An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.
  • Defect Repair: The action to modify a defective product or product component.
  • Lessons Learned: The learning gained from the process of performing the project.
  • Percent Complete: An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown component.
  • Deliverable: A unique and verifiable product, result or capability to perform a service that must be produced to complete a process, phase or project.

3.4) MONITOR AND CONTROL PROJECT WORK

  • Earned Value Management: A management methodology for integrating scope, schedule and resources and for objectively measuring project performance and progress.
  • Performance Measurement Baseline: An approved plan for the project work against which project execution is compared and deviations are measured for management control.

3.5) PERFORM INTEGRATED CHANGE CONTROL

  • Configuration Identification: Identifying uniquely all items within the configuration.
  • Configuration Status Accounting: Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
  • Configuration Verification and Auditing: Establishing that the performance and functional requirements defined in the configuration documentation have been met.
  • Change Control Board: A small group of stakeholders who will make decisions regarding the disposition and treatment of changing requirements.
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