A Guide to the

PROJECT MANAGEMENT
BODY OF KNOWLEDGE
(PMBOK ® GUIDE ) – Sixth edition

Chapter 4 – Project Integration Management

PMBOK is a registered mark of the Project Management Institute, Inc

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 Chapter 4 Learning Objectives

4.1 Identify the critical components of the Project

Charter.
4.2 Define the purpose of the Project
Management Plan.
4.3 Identify the importance of project knowledge
management.
4.4 Define the purpose of project monitoring and
controlling and integrated change control.
4.5 Identify the importance of close project or
phase process.

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 Chapter 4 Project Integration Management

4.1 Develop Project Charter

4.2 Develop Project Management Plan
4.3 Direct and Management Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase

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Process 4.1 Topics covered in this process

4.1 Develop Project Charter

4.1.1 Develop Project Charter: Inputs
4.1.2 Develop Project Charter: Tools and Techniques
4.1.3 Develop Project Charter: Outputs

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 4.1 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 project activities.

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5 important points to know about project charter

1 It is an internal document not a legal contract.

2 It is a documented commitment of the organization to the project.

It gives the authority to project manager to use organizational resources to

3
plan and execute the project.

4 It is authorized by the project sponsor and given to the project manager.

5
Project sponsor can be a member of senior management, PMO, or any one
who has the power to authorize a project to start.

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4.1 Develop Project Charter (Inputs, Tools & Techniques, and Outputs – ITTO)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 Inputs Relevance
1 Business documents such as business case and benefits
4.1 Develop Project Charter : Inputs

Business management plan are critical documents during the preparation

Documents of project charter as it contains business goals.

2 * Any document or communication that defines the initial intentions of

Agreements a project. This can take the form of a contract, memorandum of
understanding (MOU), letters of agreement, verbal agreements, email,
etc.

Naturally all agreed objectives such as cost, schedule, scope, quality,

etc. will be transferred to the project charter.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 Inputs Relevance
Project sponsor needs to consider internal and external factor
4.1 Develop Project Charter : Inputs

3
Enterprise that might influence some of the content in the project charter.
Environmental
Factors For example, scarcity of critical resources might impact the
proposed project completion date.

4
While preparing the project charter, sponsor need to follow
Organizational organizational policies, procedures and practices (PPP) as well as the
Process Assets organizational knowledge base (OKB).

For example, a sponsor can refer to the previous project charters to get
some idea on the content (OKB), and also use the project charter
template (PPP) developed by the PMO.
*EEF and OPA are inputs for several processes. Moving forward this will not be discussed elaborately at every instances.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 T&T What is it?
4.1 Develop Project Charter : Tools & Techniques

1 * Judgment provided based upon expertise in an application area,

Expert Judgment knowledge area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any
group or person with specialized education, knowledge, skill,
experience, or training.

For example, Project manager can use his own expertise or consult with
other project managers, sponsor and PMO while determining critical
factors such as alternative analysis, project end date, high level risks,
constraints, resource pre-assignment, etc.
+ Expert Judgement is one of the technique for several processes. Moving forward this will
not be discussed elaborately at every instances.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 T&T What is it?
4.1 Develop Project Charter : Tools & Techniques

2 * Techniques used to collect data and information from a variety

Data Gathering of sources.
1. Brainstorming is a group creativity technique by which efforts are
made to find a conclusion for a specific problem by gathering a list
of ideas spontaneously contributed by its members. It usually
involves generating idea and analyzing those ideas as a second step.
2. Focus Groups. * An elicitation technique that brings together
prequalified stakeholders and subject matter experts to learn about
their expectations and attitudes about a proposed product, service,
or result.
3. Interviews. * A formal or informal approach to elicit information
from stakeholders by talking to them directly.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 T&T What is it?
4.1 Develop Project Charter : Tools & Techniques

3 * Skills used to effectively lead and interact with team members

Interpersonal and other stakeholders.
and team skills
1. Conflict management is the process of limiting the negative aspects of
conflict while increasing the positive aspects of conflict. The aim of
conflict management is to enhance learning and group outcomes,
including effectiveness or performance in an organizational setting.
2. Facilitation is used in business and organizational settings to ensure the
designing and running of successful meetings and workshops. A
facilitator is someone who engages in the activity of facilitation.
3. Meeting Management - Meetings are an essential part of the life of
every organization and your ability to run effective meetings with your
management skills is a critical part of your success in meeting
management.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 T&T What is it?
4.1 Develop Project Charter : Tools & Techniques

4 Formal or informal deliberative assembly of individuals called to

Meetings debate certain issues and problems, and to take decisions. Formal
meetings are held at definite times, at a definite place, and
usually for a definite duration to follow an agreed upon agenda.

Common types of meeting includes but not limited to:

1. Ad-hoc meetings
2. Committee meeting
3. Investigative meeting
4. Kickoff meeting
5. Management meeting
6. Staff meeting
7. Team meetings

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 Outputs Description
4.1 Develop Project Charter : Outputs

1 * A document issued by the project initiator or sponsor that formally authorizes

the existence of a project and provides the project manager with the authority
Project Charter
to apply organizational resources to project activities.

A project charter can include details such as project objectives, purpose, high-
level requirements, risks, constraints, key stakeholders, proposed budget, high-
level schedule, exit criteria, etc. to name few.

Details that are susceptive to frequent changes should not be included in the
project charter. Project charter should be broad enough to accommodate
changes without changes to the project charter.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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 Outputs Description
4.1 Develop Project Charter : Outputs

2 * A project document used to record all assumptions and constraints

Assumptions Log throughout the project life cycle.

For a project to proceed, it is inevitable that assumptions are made.

Without them, the project would grind to a halt until all uncertainty was
removed.

However, in many cases assumptions are made without any further

attempt to confirm or correct those assumptions; this can lead to
significant downstream project execution difficulties.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-2, Page 75.
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Activity 4.1 Identify critical components of a Project Charter

Read each components in Activity 4.1 and mark with a tick

Instruction
(✔) whether it is included or not in a project charter.

Format Individual Exercise

Time Limit 5 Minutes

Discussion 5 Minutes

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Process 4.2 Topics covered in this process

4.2 Develop Project Management Plan

4.2.1 Develop Project Management Plan: Inputs
4.2.2 Develop Project Management Plan: Tools and Techniques
4.2.3 Develop Project Management Plan: Outputs

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 4.2 Develop Project Management Plan. * The
process of defining, preparing, and coordinating
all plan components and consolidating them
into an integrated project management plan.

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5 important points to know about Project Management Plan

1 Project Management Plan is also known as project plan and execution plan.

2 It contains subsidiary plans and baselines (and excludes certain project documents).

3
Project management plan can be progressive elaborated throughout the
project life cycle.

Once the project management plan is baselined, changes to the plan should
4
go through the integrated change control process.

Creating a project management plan is a collective effort of several project team

5
members and project management processes lead by the project manager.

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4.2 Develop Project Management Plan (ITTO)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 Inputs Relevance
4.2 Develop Project Management Plan - Inputs

1 As a starting point project charter is key input, however as the

Project Charter project planning progresses, other key inputs will progressively
elaborate the project management plan.

2 Develop project management plan is a process in which the project

Outputs from manager coordinates with the team to compile subsidiary plans and
other baselines. These subsidiary plans and baselines are outputs of several
processes
other planning processes. Updates to these subsidiary plans and
baselines will also update the project management plan.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 Inputs Relevance
4.2 Develop Project Management Plan - Inputs

3 Project manager needs to consider internal and external factor

Enterprise that might influence some of the content in the project
Environmental management plan.
Factors
For example, government or industry standards, regulatory requirements,
stakeholder risk tolerance, etc.

4
While preparing the project management plan, the project manager
Organizational need to follow organizational policies, procedures and practices (PPP)
Process Assets as well as the organizational knowledge base (OKB).

For example, project manager can refer to the previous project management
plans to get some idea on the content (OKB), and also use the project
management plan templates (PPP) developed by the PMO.
*EEF and OPA are inputs for several processes. Moving forward this will not be discussed elaborately at every instances.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 T&T What is it?
4.2 Develop Project Management Plan – T&T

1 * Judgment provided based upon expertise in an application area,

Expert Judgment knowledge area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any
group or person with specialized education, knowledge, skill,
experience, or training.

For example, Project manager can use his own expertise or consult with
other project managers, sponsor and PMO while determining critical
factors such as scope baseline, schedule baseline, risk response plan,
etc.
+ Expert Judgement is one of the technique for several processes. Moving forward this will
not be discussed elaborately at every instances.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 T&T What is it?
4.2 Develop Project Management Plan – T&T

2 * Techniques used to collect data and information from a variety

Data Gathering of sources.
1. Brainstorming (detailed earlier)
2. Checklist - a list of items required, things to be done, or points to be
considered, used as a reminder. Project manager can use a checklist
to ensure that project management plan includes all important
aspects to manage the project successfully.
3. Focus Groups (detailed earlier)
4. Interviews (detailed earlier)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 T&T What is it?
4.2 Develop Project Management Plan – T&T

3 * Skills used to effectively lead and interact with team members

Interpersonal and other stakeholders.
and team skills
1. Conflict management – (detailed earlier)
2. Facilitation – (detailed earlier)
3. Meeting Management – (detailed earlier)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 T&T What is it?
4.2 Develop Project Management Plan – T&T

4 Depending on the project scope and size, kick-off meetings can

Meetings take place at the start of the project (small projects) or after the
completion of the plan just before the execution (large projects).

If a project is performed in phases, at the beginning of each

phase, kick off meeting will be performed.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 Outputs Description
4.2 Develop Project Management Plan – Outputs

1 * Project Management Plan is a document that describes how the project will be
executed, monitored and controlled, and closed.
Project
Management
Project management plan includes subsidiary plans and baselines.
Plan
For each knowledge area there will be a sub-plan: scope, schedule, cost, quality,
resource, communications, risk, procurement and stakeholder. Additional plans
for safety, finance, environment, etc., can also be prepared even thought it is not
part of any processes.

There are 3 baselines in project management plan viz. scope, schedule and cost.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-4, Page 82.
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 Important Note:

Project Management Plan is

a key document to manages
a project, however, there
are other several
documents that are
prepared to manage the
project effectively.

These project documents

are NOT part of the project
management plan.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Table. 4-1, Page 89.
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Activity 4.2 Purpose of the project management plan

Read each statement in Activity 4.2 about the project

Instruction
management plan and mark with a tick (✔) whether it is
true or false.
Format Individual Exercise

Time Limit 5 Minutes

Discussion 5 Minutes

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Process 4.3 Topics covered in this process

4.3 Direct and Manage Project Work

4.3.1 Direct and Manage Project Work: Inputs
4.3.2 Direct and Manage Project Work: Tools and Techniques
4.3.3 Direct and Manage Project Work: Outputs

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 4.3 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 the
project’s objectives.

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5 important things that happens in this process

1 Project team follows the project management plan.

2 Change requests are raised to make any changes to the plan.

3 Project resource and cost will peak during this process.

4 Deliverables are produced and work performance data will collected.

5 Approved change requests will be implemented.

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4.3 Direct and Management Project Work (ITTO)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 Inputs Relevance
4.3 Direct and Manage Project Work: Inputs

1 Project team should follow the project management plan. Project

Project baselines such as scope, schedule and cost should be followed.
Management
Plan

2 The following project documents are considered necessary for the

Project project execution.
Documents 1. Change Log
2. Lessons Learned Register
3. Milestone List
4. Project Communications
5. Project Schedule
6. Requirement Traceability Matrix
7. Risk Register
8. Risk Report
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 Inputs Relevance
4.3 Direct and Manage Project Work: Inputs

3 Change requests that are approved by the project manager or the

Approved change control board will now be implemented. The approved
Change change requests also updates the project management plan and
Requests documents.

4
Enterprise
Detailed Earlier
Environmental
Factors

5
Organizational Detailed Earlier
Process Assets

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 T&T What is it?
4.3 Direct and Manage Project Work: T&T

1 * Judgment provided based upon expertise in an application area,

Expert Judgment knowledge area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any
group or person with specialized education, knowledge, skill,
experience, or training.

For example, Project manager can use his own expertise or consult with
other project managers, sponsor and PMO while determining executing
the project.

+ Expert Judgement is one of the technique for several processes. Moving forward this will
not be discussed elaborately at every instances.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 T&T What is it?
4.3 Direct and Manage Project Work: T&T

2 * An information system consisting of the tools and

Project techniques used to gather, integrate, and disseminate the
Management outputs of project management processes.
Information
System (PMIS)
PMIS can include but not limited to:

1. Scheduling Tools
2. Information Gathering and Distribution System
3. Work Authorization System
4. Earned Value Management System

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 T&T What is it?
4.3 Direct and Manage Project Work: T&T

3 Detailed earlier.
Meetings
Common types of meeting held during the execution includes but
not limited to:
1. Kick-off
2. Technical
3. Sprint (Iteration)
4. Scrum daily standups
5. Problem solving
6. Progress update

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 Outputs Description
4.3 Direct and Manage Project Work: Outputs

1 * Any unique and verifiable product, result, or capability to perform a

service that is required to be produced to complete a process, phase, or
Deliverables
project.

Once a deliverable is completed, any rework or modification should go

through version controls.

2 * The raw observations and measurements identified during activities

being performed to carry out the project work.
Work
Performance
Data

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 Outputs Description
4.3 Direct and Manage Project Work: Outputs

3 * A project document where information about issues is recorded and monitored.

Issue Log

4 * A formal proposal to modify a document, deliverable, or baseline.

Change
Requests Change requests are usually raised for one of the following 3 reasons:
1. Corrective Action. An intentional activity that realigns the performance of the
project work with the project management plan.
2. Preventive Action. An intentional activity that ensures the future performance
of the project work is aligned with the project management plan.
3. Defect Repair. An intentional activity to modify a nonconforming product or
product component.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 Outputs Description
4.3 Direct and Manage Project Work: Outputs

5 Any changes to the component of the project management plan will update this
Project document.
Management
Plan Updates

6
In addition to the project management plan several other documents will be
Project updated such as activity list, assumption log, lessons learned register, etc.
Document
Updates
7
Organizational Since plans and documents are updated, the OPA updates automatically.
Process Assets
Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-6, Page 90.
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 4.4 Manage Project Knowledge. *The process
of using existing knowledge and creating new
knowledge to achieve the project’s objectives
and contribute to organizational learning.

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Process 4.4 Topics covered in this process

4.4 Manage Project Knowledge

4.4.1 Manage Project Knowledge: Inputs
4.4.2 Manage Project Knowledge: Tools and Techniques
4.4.3 Manage Project Knowledge: Outputs

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5 important points to know about managing project knowledge

1 Knowledge that are stored from the previous projects will be used in the project.

2 Knowledge gained in the project should be stored for the future project benefits.

Knowledge is categorized into ‘explicit’ and ‘tacit’. Explicit can be documented,

3
where as tacit is difficult to document such as beliefs and experience.

4 Project manager should create a culture of knowledge sharing practices.

5
Tacit knowledge can still be shared through conversations and interactions
between team members.

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4.4 Manage Project Knowledge (T&T)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 Inputs Relevance
4.4 Manage Project Knowledge - Inputs

1
All components of project management plans are considered
Project
relevant to this process.
Management
Plan

2 The following project documents are considered necessary for the

Project project knowledge management.
Documents 1. Lessons learned register
2. Project team assignments
3. Resource breakdown structure
4. Source selection criteria
5. Stakeholder register

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 Inputs Relevance
4.4 Manage Project Knowledge - Inputs

3 * A deliverable is any unique and verifiable product, result, or

Deliverables capability to perform a service that is required to be produced to
complete a process, phase, or project.

4
Enterprise
Detailed Earlier
Environmental
Factors

5
Organizational Detailed Earlier
Process Assets

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 T&T What is it?
4.4 Manage Project Knowledge – T & T

1 * Judgment provided based upon expertise in an application area,

Expert Judgment knowledge area, discipline, industry, etc., as appropriate for the
activity being performed. Such expertise may be provided by any
group or person with specialized education, knowledge, skill,
experience, or training.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 T&T What is it?
4.4 Manage Project Knowledge – T & T

2 * Knowledge is a mixture of experience, values and beliefs,

Knowledge contextual information, intuition, and insight that people use to
Management make sense of new experiences and information.

Knowledge management tools and techniques should able to capture the

knowledge for sharing purposes by conducting (face to face or virtual or
both):

1. Networking Events
2. Forming Special Interest Groups
3. Meetings
4. Work shadowing
5. Creating discussion forums
6. Workshops and problem-solving sessions
7. Creativity and ideas management sessions
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 T&T What is it?
4.4 Manage Project Knowledge – T & T

3 Information management systems (tools and techniques) should

Information help facilitate knowledge management.
Management
Information Management Systems consists of * Facilities, processes, and
procedures used to collect, store, and distribute information between
producers and consumers of information in physical or electronic format.

These might include but not limited to:

1. Methods to capture explicit knowledge

2. Lessons learned register
3. Library services
4. PMIS (Document management systems)

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 T&T What is it?
4.4 Manage Project Knowledge – T & T

4 * Skills used to effectively lead and interact with team members

Interpersonal and other stakeholders.
and team skills
1. Active Listening - It requires that the listener fully concentrate,
understand, respond and then remember what is being said.
2. Facilitation – (detailed earlier)
3. Leadership - Motivates and inspires people to contribute to knowledge
management.
4. Networking - Establishing connections and relationships with other
people from the same or other organizations to share knowledge.
5. Political Awareness - The ability to understand different people's
hidden agendas, and use this to knowledge management process.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 Outputs Description
4.4 Manage Project Knowledge – Outputs

1 * A project document used to record knowledge gained during a

project so that it can be used in the current project and entered into the
Lessons Learned
lessons learned repository.
Register
Lessons learned register should be constantly updated throughout the
project. Project manager can decide the frequency and updating
procedure.

At the end of the project, lessons learned register will be transferred to

the organizational process asset’s knowledge base.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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 Outputs Description
4.4 Manage Project Knowledge – Outputs

2 Any changes to the component of the project management plan will update this
Project document.
Management
Plan Updates

3
Organizational Since the lessons learned log is transferred to the organization, the OPA updates
Process Assets automatically.
Updates

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-8, Page 98.
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Activity 4.3 Importance and Application of Knowledge Management

Write down 3 importance or practical application of

Instruction
knowledge management. Keep your answers ready to
share it with the class.
Format Work in pair

Time Limit 5 Minutes

Discussion 5 Minutes

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 4.5 Monitor and Control Project Work. The
process of tracking, reviewing, and reporting
overall progress to meet the performance
objectives defined in the project management
plan.

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Process 4.5 Topics covered in this process

4.5 Monitor and Control Project Work

4.5.1 Monitor and Control Project Work: Inputs
4.5.2 Monitor and Control Project Work: Tools and Techniques
4.5.3 Monitor and Control Project Work: Outputs

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5 important points to know about project monitoring & controlling

1 Project manager should constantly monitor project performance through the life
cycle.
2 Project manager should work upon the individual knowledge area work performance
information.

3 Monitoring is done continuously to determine if control measures are required

such as corrective or preventive actions.

4 This process compares the plan against the actual performance.

5
Project manager ensures that the project is aligned with the organizational
strategic objectives.

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4.5 Monitor and Control Project Work

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 Inputs Relevance
4.5 Monitor and Control Project Work: Inputs

1
All components of project management plans are considered
Project
relevant to this process.
Management
Plan

2 The following project documents are considered necessary for the

Project project monitoring and controlling.
Documents 1. Assumption log
2. Basis of estimates
3. Cost forecasts
4. Issue log
5. Lessons learned register
6. Milestone list
7. Quality reports
8. Risk register
9. Risk report
10. Schedule forecasts

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 Inputs Relevance
4.5 Monitor and Control Project Work: Inputs

3 * The performance data collected from controlling processes,

Work analyzed in comparison with project management plan components,
Performance project documents, and other work performance information.
Information

4 Detailed Earlier
Agreements

5&6
Detailed Earlier
EEFs & OPAs

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 T&T What is it?
4.5 Monitor and Control Project Work: T & T

1 Detailed Earlier
Expert Judgment

2 * Data Analysis techniques are used to organize, assess, and evaluate

Data Analysis data and information.

Data analysis techniques that can be used include but are not limited to:
1. Alternatives analysis
2. Cost-benefit analysis
3. Earned value analysis
We will have in-depth review on these analysis
4. Root cause analysis
techniques later in other chapters.
5. Trend analysis
6. Variance analysis

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 T&T What is it?
4.5 Monitor and Control Project Work: T & T

3 * Decision Making techniques used to select a course of action

Decision Making from different alternatives.
We will have in-depth review on decision making
techniques in Chapter 5 – Project Scope Management.

4 Detailed Earlier
Meetings

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 Outputs Description
4.5 Monitor and Control Project Work: Outputs

1 * The physical or electronic representation of work performance

information compiled in project documents, intended to generate
Work
decisions, actions, or awareness.
Performance
Reports
Examples of work performance reports includes but not limited to:

1. Status reports
2. Progress reports
3. Trend reports
4. Forecast reports

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 Outputs Description
4.5 Monitor and Control Project Work: Outputs

2 Detailed Earlier
Change
Requests

3 Detailed Earlier
Project
Management
Plan Updates

4
Detailed Earlier
Project
Document
Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-10, Page 105.
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 4.6 Perform Integrated Change Control. *The
process of reviewing all change requests;
approving changes and managing changes to
deliverables, organizational process assets, project
documents, and the project management plan;
and communicating the decisions.

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Process 4.6 Topics covered in this process

4.6 Perform Integrated Change Control

4.6.1 Perform Integrated Change Control : Inputs
4.6.2 Perform Integrated Change Control : Tools and Techniques
4.6.3 Perform Integrated Change Control : Outputs

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5 important points to know about Integrated Change Control

1 This is the process where all changes to any part of the project are considered
and decisions are made about whether they are approved or rejected.
2 As such, it receives inputs from all the other monitoring and control processes in the
form of change requests that have been generated by these other processes.

3 Change requests can come from many sources, including any stakeholder on
the project.

4 Failure to document changes will result in scope creep.

5
All changes, no matter how small, should be documented. Many change
requests are initiated with a simple verbal request, but even these should be
documented and recorded in some way.

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4.6 Perform Integrated Change Control

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 Inputs Relevance
4.6 Perform Integrated Change Control: Inputs

1 Change Management Plan and Configuration Management Plan

Project along with baselines are critical components that will be used
Management here in this process.
Plan

2 The following project documents are considered necessary to perform

Project integrated change control but not limited to:
Documents
1. Basis of estimates
2. Requirements traceability matrix
3. Risk report

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 Inputs Relevance
4.6 Perform Integrated Change Control: Inputs

3
Work Detailed Earlier
Performance
reports

4 * A formal proposal to modify a document, deliverable, or baseline.

Change
Requests The change requests are an essential input into this process because it is
focused upon receiving the change request, considering it in light of the
entire project, and making a decision about whether to approve or reject
the change request.

5&6
Detailed Earlier
EEFs & OPAs
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 T&T What is it?
4.6 Perform Integrated Change Control: T & T

1 Detailed Earlier
Expert Judgment

2 Change control tools used in the Perform Integrated Change Control process can
Change Control be any automated or manual system for organizing, recording, documenting,
Tools assessing, storing, and distributing decisions about change requests and the
subsequent decisions made.

*At a minimum, the tools should support the activities of the change control
board.

Change Control Board (CCB). * A formally chartered group responsible for

reviewing, evaluating, approving, delaying, or rejecting changes to the project, and
for recording and communicating such decisions.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 T&T What is it?
4.6 Perform Integrated Change Control: T & T

3 Data analysis techniques that can be used for this process include
Data Analysis but are not limited to:
1. Alternative Analysis
2. Cost-benefit Analysis

4
* Decision Making techniques used to select a course of action
Decision Making from different alternatives. We will have in-depth review on decision making
techniques in Chapter 5 – Project Scope Management.

5
Change control board will conduct change control meetings where the decisions
Meetings will be made against change requests. Assessing the impact of the change will be
the critical component of this meeting.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 Outputs Description
4.6 Perform Integrated Change Control: Outputs

1 Approved change requests are the primary output from the Perform
Integrated Change Control process. They are the result of the selected
Approved
inputs and the tools and techniques applied.
Change
Requests
All approved change requests will be recorded in the change request log.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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 Outputs Description
4.6 Perform Integrated Change Control: Outputs

2 Detailed Earlier
Project
Management
Plan Updates

3
Detailed Earlier
Project
Document
Updates

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-12, Page 113.
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Activity 4.4 Monitor and Control & Integrated Change Control

Briefly answer the 3 questions about Monitoring and controlling

Instruction
and Perform Integration Change Control Process.

Format Work in pair

Time Limit 10 Minutes

Discussion 5 Minutes

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 4.7 Close Project or Phase. * The process of
finalizing all activities for the project, phase, or
contract.

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Process 4.7 Topics covered in this process

4.7 Close Project or Phase

4.7.1 Close Project or Phase: Inputs
4.7.2 Close Project or Phase: Tools and Techniques
4.7.3 Close Project or Phase: Outputs

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5 important points to know about Close Project or Phase

1 Project manager has the responsibility for reviewing all the documents created
and ensuring that what is being delivered matches what is documented.
2 Having a closeout checklist as part of your organizational process assets is an
effective way to document what exactly closure means.
3 The role of the project sponsor is also important because that individual
officially signs off on project or phase closure.
The PMBOK® Guide places a high degree of importance on the value of creating
4
lessons learned during the project and finalizing these during the closeout
process through informal means, surveys, interviews, workshops, and post-
implementation reviews.

5
The role of the project manager during this process is important because the
project manager must take responsibility for closing the project and
overseeing the required tasks. PMBOK is a registered mark of the Project Management Institute, Inc
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4.7 Close Project or Phase

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Inputs Relevance
1 Project charter might include success criteria and sign off
4.7 Close Project or Phase: Inputs

Project Charter requirements.

2 The project management plan defines the work to be done, and so, as
Project part of seeking to close a project or phase of a project, you will need
Management the project management plan and must be able to prove that all the
Plan
work planned has been completed.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Inputs Relevance
3 Project documents that may be inputs for this process include but
4.7 Close Project or Phase: Inputs

Project are not limited to:

Documents 1. Assumption log
2. Basis of estimates
3. Change log
4. Issue log
5. Lessons learned register
6. Milestone list
7. Project communications
8. Quality control measurements
9. Quality reports
10. Requirements documentation
11. Risk register
12. Risk report

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Inputs Relevance
4 Accepted Deliverables. * Products, results, or capabilities produced
4.7 Close Project or Phase: Inputs

Accepted by a project and validated by the project customer or sponsors as

Deliverables meeting their specified acceptance criteria.

5 Business Documents includes:

Business 1. Business Case
Documents 2. Project Benefits Management Plan

These two documents will determine the project success and will be
used towards acceptance criteria.

6 Projects that are performed under contracts will need this input to
Agreements close the project according to the contract terms and conditions.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Inputs Relevance
7 Procurement Documentation. * All documents used in signing,
4.7 Close Project or Phase: Inputs

Procurement executing, and closing an agreement. Procurement documentation

Documentation may include documents predating the project.

8 The specific organizational process assets that can be used to assist the
Organizational Close Project or Phase process are any documented closeout checklists,
Process Assets templates, processes, or requirements. Additionally, you can use any
relevant historical information or lessons learned to assist you with
this process.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 T&T What is it?
1 Detailed Earlier
4.7 Close Project or Phase: T & T

Expert Judgment

Data analysis techniques that can be used in project closeout include but are not
2
limited to:
Data Analysis 1. Document Analysis - * Assessing available documentation will allow identifying
lessons learned and knowledge sharing for future projects and organizational
assets improvement.
2. Regression Analysis - * An analytical technique where a series of input variables
are examined in relation to their corresponding output results in order to
develop a mathematical or statistical relationship.
3. Trend Analysis - *An analytical technique that uses mathematical models to
forecast future outcomes based on historical results.
4. Variance Analysis - *A technique for determining the cause and degree of
difference between the baseline and actual performance.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 T&T What is it?

Meetings between experts and other stakeholders involved in discussing and

4.7 Close Project or Phase: T & T

3
deciding on aspects of project or phase closure are an important tool in the
Meetings process.

Specific types of meetings that can be held include lessons-learned meetings,

closeout meetings, and post implementation review meetings.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Outputs Description
Detailed Earlier
4.7 Close Project or Phase: Outputs

1
Project
Document
Updates

2 This is the whole point of the project, the reason it was initiated in the first place.
Project This is the deliverable the entire project was planned to provide the customer
Management with.
Plan Updates
In the case of phase closure, it is the milestone that is expected before approval is
given to proceed to the next phase. The final product, service, or result is handed
over to the customer as the final part of contractual closure.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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 Outputs Description
The final report provides a summary of the project performance.
4.7 Close Project or Phase: Outputs

3
Final Report

The end of a project and the time spent examining what was done well and what
4
was not done so well is a great time to look at updating any relevant
Organizational organizational process assets as part of your commitment to continuous
Process Assets improvement.
Update
The project files, including all the documentation resulting from the completion of
the project activities, should be used to update any relevant organizational
process assets. The gathering of historical information and lessons learned, and
use of this information to update and improve organizational process assets is
also an important step.

Organizational process assets updates are the final act of administrative closure.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Fig. 4-14, Page 121.
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Activity 4.5 Administrative Closure Criteria

Read each items in Activity 4.5 and mark with a tick ( ✔)

Instruction
whether it a example or not for administrative closure
criteria.
Format Individual

Time Limit 5 Minutes

Discussion 5 Minutes

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Emerging trends and practices in Integration Management

1 Use of automated tools – PMIS, Project Management Software, assists project

manager in effective integration management.
2 Use of visual management tools such as story board, charts, data presentation, etc.
helps stakeholder understand the project status.
3 Project knowledge management is gaining steam in project management to
ensure organization maturity increases over time.

4
Project manager’s responsibilities is now beyond project management. Project
managers are called upon to prepare business documents and engage
stakeholders in the project which are traditionally senior management role.

5 Adaptive life cycle approach (Agile, Iterative, Incremental) is now gaining

recognition and accepted in mainstream project management.

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Tailoring Considerations

1 Project life cycle approach decisions should be made in integration management.

Example number of phases, sequential or overlapping, etc.

2
Development life cycle approach should be decided, whether to run the project using
predictive or adaptive methodology.

3
Management approaches should leadership style, management processes, etc.
should be decided based on the project context.

4
Decision should be made on Knowledge management, change management,
governance, etc. approach.

5 Lesson learned documentation approach (end of phase or project or major

milestones) should be decided on this knowledge area.

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Practice Quiz
CAPM ® Exam Review

13 MCQ’s – 15 Minutes (Closed Book) Chapter 4 – Project

Integration Management

CAPM is a registered mark of the Project Management Institute, Inc

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END OF CHAPTER 4
Next: Chapter 5 – Project Scope
Management

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