PROJECT INTEGRATION MANAGEMENT

PROJECT INTEGRATION MANAGEMENT

1. Includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the project management process group.

2. 4.2 Develop project management plan

   • Is a process of defining, preparing and coordinating all subsidiary plans and integrating them into a comprhensive project management plan.
     • Inputs
       • Project chater
         • The project charter defined the high_ level boundaries of the project.
       • Outputs from other processes
         • Outputs from many of the other processes desccribed in sections 5 through 13 are integrated to create the project management plan.
       • Enterprise enviromental factor.
         • That can influence the development project management plan process include. But are not limit to: -Govermental or industry standards. -PMBOK. -PMIS
       • Organizational processes assets
         • Organizational process assets influence thet development process management plan.
     • Tools and Techniques
       • Expert judgment
         • Is utilized to:-Taylor the process to meet the project needs. - Develop technical management details to be include in the project management plan.
       • Facilitation techniques
         • Have broad application within project management processes and are used to guide the development on the project management plan.
     • Outputs
       • Project management plan
         • Is a document that described how the project will be executed, monitored and controlled.

3. 4.3 Direct and manage project work

   • Is the process of leading and performing the work defined in the project management plan and inplementing approved changes to achieve the project objectives.
     • Inputs
       • Poject management plan.
         • Constains subsidiaries plans concerning all aspects of the project
       • Approved changed requests.
         • Are scheduled and implemented by the the project team.
           • Can be impact any areas of the project management plan.
       • Enterprised enviromental factors.
         • Are not limit to:-Organizational company of customer, culture and structure of the performing of sponsor organizationals.
       • Organizational Porcess asstes.
     • Tools and Techniques
       • Expert judgment
         • Is used to asses the imputs needed to direct and manage execution of the priject management plan.
           • Susch judgment are applied to all technical and management team using specialized details during this process.
       • Project management information system.
         • Which is the part of the enviromental factors, provides asses tools, such a scheduling tools, a work authorization system , a configuration management system, etc
       • Meeting.
         • Are used to discuss and adress pertiment topics of the project ehn directing and managing project work.
     • Outputs
       • Deliverables
       • Work performance data.
       • Changed request
         • Is a formal proposal to modify any document , deliverable or baseline.
       • Project management plan update.
       • Project documents updates.
         • Are not limited by risk register and stakeholder register.

4. 4.5 Perform Integrated change control

   • Is the process of reviewed all changed request; aproving changed and managing changed to deliverables , organizational process assest , project documents and the project management plan.
     • Inputs
       • Project management plan.
       • Work performance report
       • Changed request
       • Enterprise enviromental plans factors
       • Organizational process assets
     • Tools and Techniques
       • Expert jugdment
       • meetings
       • Changed control tools
     • Outputs
       • Approved changed request
       • changed log
       • Project management plan update
       • Poject document update

5. Includes making choices about resource allocation, making trade_off among competing objetives and alternatives, and managing the interdependencies among project management knowledge areas.

6. 4.1 Develop project charter

   • Is a process of developing a document that formally authorizes the existence of a project and provide the project manager the authorite to apply organizational resources to project activities.
     • Inputs
       • Project statement of work
         • Is a narrative description of product, services or results to be delivered by a project.
       • Business case
         • This part describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
       • Agreements
         • Are used to define initial invention for a project.
       • Enterprise enviroment factors
         • Describe the enterprise environmental factors that can influence the development project charter.
       • Organizational process assets
         • The organizational process assets that can inflence the development project charter.
     • Tools and techniques
       • Expert Judgment
         • Is applied all technical and management details during this process
           • Such a expertise is provide by any group or individual with specialized knowledge or training .
       • Facilitation techniques
         • have borad application within project management processes and guide the development of the project charter
     • Outputs
       • Project Charter
         • Is a document issued by the rpoject initiator or sponsor that formally authorize s the existence of the project

7. 4.4 Monitor and Control project Work

   • Is a process of tracking , reviewing and reporting the progress to meet the performance objetives defined in the project manegement plan.
     • Inputs
       • Project management plan.
         • Subsidiaries plan within the project mangement plan form the basis for controlling the project.
       • Schedule forecasts
       • Cost and forecasts
       • Validated Changed
       • Work Performance information.
       • Enterprise enviromental factors.
       • Organizational process assets.
     • Tools and Techniques
       • Expert Judgment
       • Analytical techniques
       • Project management Information system.
       • Meeting
     • Outputs
       • Changed request
       • Work performance report
       • Project management plan report updates.
       • Project documents update

8. 4.6 Close Project or phase

   • In this process finalizing all activities across all the project management process group to formally completethe project of phase.
     • Inputs
       • Project management plan
         • Became the aggrement betwee the project manager and project sponsor, defining what constitutes project completion.
       • Accepted deliverables
         • Include aproved product specification , delivery receipts and work performance document.
       • Organizational Process assets
         • Is applied when the performing administrative closure activities
     • Tools and Techiques
       • EXpert Judgment
         • This experts ensure the project or phase, closured is perform to the appropied standars.
       • Analytical technical
         • used in project closeout are: Reggresion analysis and regretion analysis
       • Meeting
         • May be face to face, virtual formal or informal
           • Includes: team menber, stakeholder involved in or affected bye the project.
     • Outputs
       • Final product, service, result transition
       • Organizational process assets updates