PMBOK SECTION II: The Project Management Knowledge Areas

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PMBOK SECTION II The Project Management
Knowledge Areas

• Chapter 04 Project Integration Management
• Chapter 05 Project Scope Management
• Chapter 06 Project Time Management
• Chapter 07 Project Cost Management
• Chapter 08 Project Quality Management
• Chapter 09 Project Human Resource Management
• Chapter 10 Project Communications Management
• Chapter 11 Project Risk Management
• Chapter 12 Project Procurement Management

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Chapter 4 Project Integration Management
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Project Integration Management

• The processes required to ensure that the various
  elements of the project are properly coordinated.
  
• Making tradeoffs among competing objectives and
  alternatives to meet or exceed stakeholder needs
  and expectations.

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Project Integration ManagementMajor Processes

• Project Plan Development.
• Project Plan Execution.
• Integrated Change Control.
• The PIM processes interact with each other and
  processes in the other knowledge areas.

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Overview of Project Integration Management Major
Processes
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Project Plan Development

• Project plan development uses the outputs of the
  other planning processes, including strategic
  planning, to create a consistent, coherent
  document that can be used to guide both project
  execution and project control.

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Project Plan Usage

• Guide project execution.
• Document project planning assumptions.
• Document project planning decisions regarding
  alternatives chosen.
• Facilitate communication among stakeholders.
• Define key management reviews as to content,
  extent, and timing.
• Provide a baseline for progress measurement and
  project control.

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Project Plan Inputs Tools Techniques - Outputs
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Project Plan Inputs

• Other planning outputs - All outputs of planning
  processes in the other knowledge areas are inputs
  to developing the project plan.
• Other planning outputs include both base
  documents, such as the WBS, and supporting
  details.
• Many projects require application area-specific
  inputs.
• Historical information - available historical
  information should have been consulted during the
  other project planning processes.
• Historical information aids in verifying
  assumptions and assessing identified
  alternatives.

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Project Plan Inputs - cont

• Organizational policies (formal and informal)
  policies whose effects must be considered, such
  as
• Quality managementprocess audits, continuous
  improvement targets.
• Personnel administrationhiring and firing
  guidelines, employee performance reviews.
• Financial controlstime reporting, required
  expenditure and disbursement reviews, accounting
  codes, standard contract provisions.
• Constraints - an applicable restriction that will
  affect the performance of the project.
• Assumptions - factors considered to be true,
  real, or certain.
• Assumptions affect all aspects of project
  planning, and are part of the progressive
  elaboration of the project.
• Project teams frequently identify, document, and
  validate assumptions during the planning process.

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Project Plan Tools Techniques

• Project planning methodology - any structured
  approach used to guide the project team during
  project plan development
• Most project planning methodologies make use of a
  combination of "hard" tools, such as project
  management software, and "soft" tools, such as
  facilitated startup meetings.
• Stakeholder skills and knowledge.
• Project management information system (PMIS) -
  the tools and techniques used to gather,
  integrate, and disseminate the outputs of project
  management processes.
• Earned value management (EVM) - a technique used
  to integrate the project's scope, schedule, and
  resources and to measure and report project
  performance from initiation to closeout.

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Project Plan Outputs

• Project plan - a formal, approved document used
  to manage project execution.
• Supporting detail.
• Outputs from other planning processes not
  included in the project plan.
• Additional information or documentation generated
  during project plan development such as
  constraints and assumptions.
• Technical documentation, such as a history of all
  requirements, specifications, and conceptual
  designs.
• Documentation of relevant standards.
• Specifications from early project development
  planning.

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Project Plan Components

• Project charter.
• A description of the project management approach
  or strategy.
• Scope statement that includes the project
  objectives and deliverables.
• WBS to the level at which control will be
  exercised, as a baseline scope document.
• Cost estimates, scheduled start and finish dates,
  and responsibility assignments for each
  deliverable within the WBS to the level at which
  control will be exercised.
• Performance measurement baselines for technical
  scope, schedule, and cost.
• Major milestones and target dates for each.
• Key or required staff and their expected cost
  and/or effort.
• Risk management plan that includes key risks,
  constraints and assumptions, and planned
  responses and contingencies for each.
• Subsidiary management plans.
• Open issues and pending decisions.

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Project Plan Execution

• The primary process for carrying out the project
  plan.

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Project Plan Execution Inputs Tools Techniques
- Outputs
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Project Plan Execution Inputs

• Project plan - the subsidiary management plans
  and performance measurement baselines.
• Supporting detail.
• Organizational policies.
• Preventive action any action that reduces the
  probability of potential consequences from
  project risk events.
• Corrective action any action done to bring
  expected future project performance in line with
  the project plan.
• Corrective action is an output of the various
  control processes (completes PM feedback loop).

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Project Plan Execution Tools and Techniques

• General management skills such as leadership,
  communicating, and negotiating.
• Product skills and knowledge.
• Work authorization system - a formal procedure
  for sanctioning project work (typically a written
  authorization to begin work on a project activity
  or work package).
• Status review meetings - regularly scheduled
  meetings at various frequencies and different
  levels to exchange information about the project.
• Project management information system.
• Organizational procedures - formal and informal
  procedures that are useful during project
  execution.

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Project Plan Execution Outputs

• Work results - outcomes (tangible and intangible
  deliverables) of the activities performed to
  accomplish the project.
• deliverables collected as part of project plan
  execution and fed into the performance reporting
  process.
• Change requests relative to project baseline
  parameters (scope, costs, schedule, etc).

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Integrated Change Control

• Influencing the factors that create changes to
  ensure mutually agreed upon changes.
• Determining that a change has occurred.
• Managing actual changes as they occur.

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Coordinating Changes Across the Entire Project
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Integrated Change Control Inputs Tools
Techniques - Outputs
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Integrated Change Control Inputs

• Project plan - provides the baseline against
  which to control changes.
• Performance reports - information on project
  performance used to alert the project team to
  project issues.
• Change requests.
• Oral or written.
• Direct or indirect.
• Externally or internally initiated.
• Legally mandated or optional requests.

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Integrated Change Control Tools and Techniques

• Change control system - a collection of formal,
  documented procedures that defines how project
  performance will be monitored and evaluated and
  steps by which official project documents may be
  changed.
• Paperwork.
• Tracking systems.
• Processes.
• Approval levels for authorizing changes.
• Changes that may be automatically approved
  without prior review.
• Configuration management - any documented
  procedure used to apply technical and
  administrative direction and surveillance to
• Identify and document the functional and physical
  characteristics of an item or system.
• Control any changes to such characteristics.
• Record and report the change and its
  implementation status.
• Audit the items and system to verify conformance
  to requirements.
• Performance measurement.
• Additional planning.
• Project management information system (PMIS).

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Integrated Change Control Outputs

• Project plan updates - any modification to the
  project plan or supporting detail contents
  (stakeholder notification).
• Corrective action.
• Lessons learned
• Causes of variances.
• Reasoning behind chosen corrective actions.
• Other types of lessons learned.
• Become part of the historical database for both
  the project and other projects of the performing
  organization (the basis for knowledge management).

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Chapter 5 Project Scope Management