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Project integration management mind map
The project integration management mind map describes the overview of project integration management, formulating project charter, developing PMP, guiding and managing project work, managing project knowledge, monitoring project work, etc.
Edited at 2021-10-16 00:27:54
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Project integration management mind map
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6 - Chapter 4 Project Integration Management
What is project integration management
Project integration management includes the processes of identifying, defining, combining, unifying and coordinating various processes and project management activities belonging to the project management process group.
Includes the following options
Resource allocation
Balancing competing demands
Research alternatives
Tailor the process to achieve project goals
Manage dependencies between various project management knowledge areas
In addition to the integration responsibilities, the project manager can delegate other tasks
Core concepts of project integration management
Project integration management refers to
Ensure product, service or outcome delivery dates, project life cycle and these aspects of the benefits management plan are aligned;
Prepare project management plan to achieve project objectives
Ensure appropriate knowledge is created and applied to projects and necessary knowledge is derived from projects
Manage performance and change of activities within the project management plan
Make comprehensive decisions on critical changes affecting the project
Measure and monitor project progress and take appropriate actions to achieve project goals
Collect data on achieved results, analyze data to derive information, and share information with relevant parties
Complete all project work and formally close phases, contracts, and the entire project
Manage phase transitions that may be required
Development trends and emerging practices
Automation tools
PMIS
Visual management tools
Project knowledge management
Add project manager responsibilities
Involved in starting and closing projects
Project business case and benefit management
hybrid approach
Consider when cutting
project life cycle
Development life cycle
management methods
Organizational culture and project complexity
knowledge management
change
governance
Monitoring bodies, committees and other interested parties
Project status reporting requirements
Lessons learned
benefit
When and how to report benefits
Agile or adaptive environment
Empower teams to control the planning and delivery of specific products
Create a collaborative decision-making environment and ensure the team has the ability to respond to change
Team members have a broad skill base and are not limited to a narrow area of expertise
4.1 Develop a project charter
The process of writing a document that formally approves a project and authorizes the project manager to use organizational resources in project activities
main effect
Clarify the direct link between the project and the organization's strategic goals, establish the project's formal status, and demonstrate the organization's commitment to the project.
The project charter establishes a partnership between the project executing organization and the requesting organization
Once the project charter is approved, it marks the official launch of the project
When to appoint a project manager
It is best to appoint the
should always be appointed before planning begins
Who will compile
Can be prepared by the sponsor
Prepared by the project manager in collaboration with the sponsoring organization
The project is initiated by an agency external to the project
sponsor
Program or PMO
Portfolio Governance Committee Chair or his or her authorized representative
4.1.1 Develop a project charter: input
business documents
Project objectives are in the business case and benefits management plan
Business documents are not project documents, and the project manager cannot update or modify them, but can only make relevant suggestions.
business case
Describe the necessary information from a business perspective and use it to decide whether the desired results of the project are worth the investment required
What executives base their decisions on
Business Requirements Cost Benefit Analysis
Justify the project and determine project boundaries
Identify high-level strategic and operational assumptions and constraints
triggering factors
Market demand
For example, in response to the shortage of gasoline, a research and development project for low fuel consumption models was launched.
organizational needs
Management costs are too high, merge functions to optimize processes
Customer requirements
Power supply for new industrial park, approval of a new substation
skill improved
Electronic tickets replace paper tickets
Legal requirements
Prepare guidelines for disposal of toxic substances
ecological impact
Reduce environmental impact
social needs
In response to cholera, a country approves the construction of public toilets
revenue management plan
protocol
Agreement is used to define the original intention of starting the project
form
Contract Contract
Memorandum of Understanding MOUs
memorandums of understanding
Service Level Agreement SLA
Letter of Agreements Letter of Agreements
Letter of Intents
Verbal Agreements Verval Agreements
Email Email
Written Agreements
Doing projects for external clients usually takes the form of a contract
EEFs
Government or industry standards
Laws, regulations and constraints
market conditions
organizational culture and political climate
organizational governance framework
Stakeholder expectations and risk thresholds
OPAs
The organization’s standard policies, processes and procedures
Governance framework for portfolios, projects and projects
Monitoring and reporting methods
Templates (such as project charter templates)
Knowledge base of historical information and lessons learned
4.1.2 Developing a Project Charter: Tools and Techniques
expert judgment
Any group or individual with specialized qualifications, knowledge, skills, experience or training can be an expert.
data collection
Brainstorming
Get a lot of ideas in a short period of time, suitable for team environment and need guidance from a facilitator.
idea generation
creative analysis
focus group
one to many
Gather intended stakeholders and subject matter experts
Interview
One to one
Interpersonal and team skills
conflict management
Reaching consensus 9.5.2.1
retreat/evade
Withdraw from an actual or potential conflict, deferring the problem until you are more prepared, or deferring the problem to another person for resolution.
force/command
Promote one party's perspective at the expense of others; offer only win-lose solutions. Often power is used to force an urgent problem, an approach that often results in a "win-lose" situation.
Easing/accommodating
Emphasize agreement over differences; step back and consider the needs of others in order to maintain harmony and relationships.
Compromise/Mediation
In order to temporarily or partially resolve a conflict, a solution is sought that satisfies all parties to a certain extent, but this approach can sometimes lead to a "lose-lose" situation.
Collaborate/Problem Solve
Taking into account different perspectives and opinions, using a cooperative attitude and open dialogue to guide all parties to reach consensus and commitment, this approach can lead to a win-win situation.
guide
Ability to effectively guide team activities successfully to reach decisions, solutions or conclusions.
The facilitator ensures that participants participate effectively, understand each other, consider all opinions, follow the established decision-making process, and fully support the resulting output.
If you have different opinions, consider using facilitation skills to help everyone reach a consensus.
It is a kind of interpersonal and team skills
Conference management
Prepare for meeting
Make sure to invite representatives from each key stakeholder group
Follow-up meeting minutes and action plan
Meeting
The purpose of meetings with key stakeholders in this process is to identify:
Project Objectives
success criteria
Main deliverables
high level requirements
overall milestones
Other overview information
4.1.3 Develop project charter: outputs
Project Charter
The project charter is a document issued by the project initiator or sponsor that formally approves the establishment of the project and authorizes the project manager to use organizational resources to carry out project activities.
Documents high-level information about the project and the products, services, or results the project is expected to deliver
The project charter ensures that stakeholders generally agree on key deliverables, milestones, and the roles and responsibilities of each project participant.
high level requirements
overall project risk
High-level project description, boundary definition, and key deliverables
Three highs
Overall milestone schedule
Pre-approved financial resources
Two General Administrations
The name and authority of the sponsor or other person who approved the project charter
hair
List of key stakeholders
Dry
Delegated project managers and their responsibilities and authorities
committee
Project approval requirements
trial
Project purpose
because
Measurable project goals and associated success criteria
Project exit criteria
Target
Three highs and two generals development committee Reason for leave review target
Hypothetical log
Identify high-level strategic and operational assumptions and constraints when developing a business case before project launch
These assumptions and constraints should be included in the project charter
Used to document all assumptions and constraints throughout the project life cycle
Fake
4.2 Develop project management plan
definition
The process of defining, preparing, and coordinating all components of a project plan and integrating them into a comprehensive project management plan.
main effect
Produce a comprehensive document that establishes the basis for all project work and how it will be performed.
The project management plan determines how the project will be executed, monitored, and closed.
4.2.1 Input
Project Charter
Output from other processes
Subplans and baselines output from other planning processes are inputs to this process.
Changes to these subplans and foundations may result in corresponding updates to the project management plan.
EEFs
Government or industry standards
Such as product standards, quality standards, safety standards and process standards
Legal and regulatory requirements and/or constraints
Project management knowledge body for vertical markets and specialized areas
Organizational structure, culture, management practices and sustainability
organizational governance framework
Control, direct and coordinate in a structured manner by arranging people, developing policies and defining processes to achieve the organization's strategic and operational objectives
infrastructure
such as existing facilities and fixed assets
OPAs
The organization’s standard policies, processes and procedures
Project management plan template
Guidelines and standards for tailoring an organization's standard processes to the specific requirements of a project
Project closing guidelines or requirements, such as product qualification and acceptance criteria
change control procedures
Includes modifications to formal organizational standards, policies, plans, procedures, or project documents, and the steps to be followed to approve and confirm changes;
Monitoring and reporting methods, risk control procedures, and communication requirements
Information about previous similar projects
Knowledge base of historical information and lessons learned
4.2.2 Tools and techniques
Expert judgment 4.1.2.1
data collection
Brainstorming 4.1.2.2
Checklist 11.2.2.2
Guide the project manager in developing a plan or help check that the project management plan contains all the information required
Focus Group 5.2.2.2
Gather stakeholders to discuss the project management approach and how the various components of the project management plan are integrated
Interview 5.2.2.2
Interpersonal and team skills
Conflict Management 9.5.2.1
Boot 4.1.2.3
Conference Management 10.2.2.6
Meeting
Project starts labor union
a. The planning phase ends and the execution phase begins, b. Communicate project goals, c. Gain team commitment to the project, d. Clarify the roles and responsibilities of each stakeholder
small project
One team for project planning and execution
big project
The project management team carries out most of the planning work, not everyone participates, and a kick-off meeting is required
multi-phase project
A kick-off meeting is usually held at the beginning of each phase
4.2.3 Output
Project Management Plan (18)
Determine how the project will be executed, monitored, and closed, which will vary depending on the application area and complexity of the project
Top ten plans
scope management
Demand management
Progress management
cost management
Quality Control
Resource management
communication management
Risk Management
Procurement management
Stakeholder Engagement Plan
Three major benchmarks
Scope Baseline
Approved scope statement
Work breakdown structure WBS
Corresponding WBS dictionary
progress baseline
approved schedule model
cost basis
Other components
change management plan
configuration management plan
performance measurement benchmarks
project life cycle
development method
management review
Project Management Documents (33)
1. Activity attributes
2. Activity List
3. Hypothesis log
4. Basis for estimation
5. Change log
6. Cost estimation
7. Cost Forecasting
8. Duration estimation
9. Problem log
10. Lessons Learned Register
11. Milestone Checklist
12. Material resource allocation list
13. Project Calendar
14. Project communication records
15. Project schedule
16. Project progress network
17. Project Scope Statement
18. The project team dispatches work orders
19. Quality Control Measurement Results
20. Quality measures
21. Quality reporting
22. Requirements documents
23. Requirements tracking matrix
24. Resource breakdown structure
25. Resource Calendar
26. Resource requirements
27. Risk level book
28. Risk reporting
29. Progress data
30. Progress forecast
31. Register of interested parties
32. Team Charter
33. Testing and Evaluation Documentation
4.3 Direct and manage project work
definition
Lead and execute the work identified in the project management plan and implement changed processes to achieve project objectives
main effect
Performs comprehensive management of project work and deliverables to increase the likelihood of project success.
enter
project management plan
project files
Change log
Change request status
Experiential Education Register
Milestone List
Planned achievement dates for specific milestones
Project communication record
Project schedule
work activity list
duration
resource
Planned start and finish dates
Requirements Tracking Matrix
Connect product requirements to corresponding deliverables
risk register
Information on various threats and opportunities affecting project execution
risk report
EEFs
Organizational structure, culture, management practices and sustainability
Infrastructure (such as existing facilities and fixed assets)
Risk thresholds for interested parties (e.g. allowable cost overrun percentage)
OPAs
The organization’s standard policies, processes and procedures
Problem and Defect Management Process
Problem and Defect Management Database
performance measurement database
Change control and risk control procedures
Project information from past projects
Tools & Techniques
expert judgment
Cost and budget management
Regulations and Procurement
laws and regulations
organizational governance
Project Management Information System (PMIS)
Automatic collection and reporting of key performance indicators (KPIs) can be a feature of this system.
Schedule planning software tools
work authorization system
configuration management system
Information collection and release system
Enter the interface of other online automation systems
Meeting
Attendees
Defined role
Meeting type
Kick-off meeting
technical meeting
Agile or iteration planning meeting
Daily stand-up meeting
steering group meeting
problem solving meeting
Progress follow-up meeting
review meeting
output
Deliverables
job performance data
Problem log
change request
Defect Remediation
Corrective Action
Precaution
renew
Project Management Plan Update
Project file updates
Activity list
Hypothetical log
Lessons Learned Register
requirements document
risk register
Interested Party Register
Organizational process asset updates
4.4 Managing project knowledge
Concept DIKW
Raw observation and measurement data
Analyze relationships between data to obtain information
Apply information in action to gain knowledge
Gain wisdom through reflection and sublimation of knowledge
definition
Use existing knowledge and generate new knowledge to achieve project goals and help organize the learning process
main effect
Leverage existing organizational knowledge to create or improve project outcomes and make knowledge created by current projects available to support organizational operations and future projects or phases
Knowledge
explicit knowledge
Word
picture
number
formula
software program
law
Regulatory Principles and Instructions
Easy to store, understand, communicate, share and deliver
tacit knowledge
knowhow
Insight
Habit
belief
personal experience
Difficult to save, transfer, master, and share
enter
1. Project Management Plan
2. Project documents
Lessons Learned Register 4.4.3.1
Project team dispatches work orders 9.3.3.1
Resource breakdown structure 9.2.3.3
Interested Party Register 13.1.3.1
Supplier selection criteria
3. Deliverables
4. EEFs
Organizational culture, stakeholder culture and customer culture
Trusting working relationships and a culture of no blame
Geographic distribution of facilities and resources
knowledge experts in organizations
Legal and regulatory requirements and constraints
Include confidentiality requirements for project information
5. OPAs
The organization’s standard policies, processes and procedures
Confidentiality of information, data security
Personnel management system
Organizational communication requirements
Formal knowledge sharing and information sharing procedures
Tools & Techniques
1. Expert judgment
knowledge management
information management
organizational learning
Knowledge and information management tools
Related information from other projects
2. Knowledge management
Collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge from different team members
interpersonal communication
Includes informal socializing and online socializing
open ended questions
Communities of Practice and Special Interest Groups
Meeting
Includes interactive virtual meetings using communications technology
Work following and following guidance
Discussion forums such as focus groups
Knowledge sharing activities such as lectures and conferences
seminar
Includes problem-solving sessions and lessons-learned sessions
tell a story
Creativity and Idea Management Techniques
Knowledge Exhibition and Café
interactive training
3. Information Management
Methods for codifying explicit knowledge, for example, how to identify entries for a lessons learned register
Lessons Learned Register
library services
Information gathering, such as searching the web and reading published articles
Project Management Information System PMIS
4. Interpersonal and team skills
Active listening 10.2.2.6
Helps reduce misunderstandings and facilitates communication and knowledge sharing
Boot 4.1.2.3
Helps effectively guide teams to successfully reach decisions, solutions or conclusions
Leadership 3.4.4
Can help communicate vision and inspire project teams to focus on appropriate knowledge and knowledge goals
Interpersonal communication 10.2.2.6
Facilitate the establishment of informal contacts and relationships among project stakeholders to provide explicit and Sharing tacit knowledge creates conditions
Political awareness 10.1.2.6
Helps project managers plan communications based on the project environment and the political environment of the organization
output
1. Lessons Learned Register
2. Project management plan update
3. Organizational process asset updates
4.5 Monitor project work
definition
The process of tracking, reviewing, and reporting overall project progress toward achieving the performance objectives identified in the project management plan.
main effect
Keep stakeholders informed of the current status of the project and buy-in to actions taken to address performance issues, as well as keep stakeholders informed of future project status through cost and schedule forecasts.
Monitor project work process
Includes collecting, measuring, and analyzing measurement results, and predicting trends to drive process improvements.
1. Compare the actual performance of the project with the project management plan;
2. Regularly evaluate project performance, determine whether corrective or preventive measures need to be taken, and recommend necessary measures;
3. Check the status of individual project risks;
4. Maintain an accurate and timely updated information database throughout the project period to reflect the status of project products and related documents;
5. Provide information for status reporting, progress measurement, and forecasting;
6. Make forecasts and update current cost and schedule information;
7. Supervise the implementation of approved changes;
8. Report project progress and status to program management;
9. Ensure projects are aligned with business needs.
enter
project management plan
project files
Hypothetical log
Estimate basis
cost forecast
Problem log
Lessons Learned Register
Milestone List
quality report
risk register
risk report
progress forecast
job performance information
Work performance data is collected during work execution and passed to the control process for further analysis.
Work performance information is generated by comparing work performance data to project management plan components, project documents, and other project variables.
Protocol 12.2.3.2
If a project outsources portions of the work, the project manager will need to oversee the contractor's work to ensure that all agreements comply with the project's specific requirements, as well as the organization's procurement policies.
EEFs
Project Management Information System PMIS
Such as schedule, cost, resource tools, performance indicators, databases, project records and financial data;
infrastructure
Such as existing facilities, equipment, organizational communication channels
Related expectations and risk thresholds
Government or industry standards
Such as regulatory agency regulations, product standards, quality standards and process standards
OPAs
The organization’s standard policies, processes and procedures
financial control procedures
Such as necessary fee and payment review, accounting coding and standard contract clauses, etc.
Monitoring and reporting methods
problem management process
Used to define problem control, problem identification and resolution, and action item tracking
defect management program
Used to define defect control, defect identification and resolution, and action item tracking
organizational knowledge base
Especially the process measurement and lessons learned knowledge base
Tools & Techniques
expert judgment
Earned value analysis
Interpretation and contextualization of data
Duration and cost estimating techniques
trend analysis
Technical knowledge about the industry in which the project is located and the area of focus of the project
Risk Management
Contract management
data analysis
Alternatives Analysis
Cost-benefit analysis
Earned value analysis
Root Cause Analysis
trend analysis
Deviation analysis
decision making
Voting 5.2.2.4
unanimously agreed
Most agree
odd number of people
relative majority rule
two or more options
Meeting
user group meeting
User review meeting
output
job performance report
include
status report
progress report
Contains information
Earned Value Charts and Information
Trend lines and forecasts
Reserve burndown chart
Defect Histogram
Contract performance information
risk situation
Manifestations
Instrument indication diagram
Hotspot Report (Heat Map)
traffic light diagram
Helps attract attention, make decisions and take action
change request
Corrective Action
Precaution
Defect Remediation
Project Management Plan Update
Any changes are made in the form of a change request and processed through the organization's change control process.
Project file updates
cost forecast
Problem log
Lessons Learned Register
risk register
progress forecast
4.6 Implement overall change control
Overview
Implement an overall change control process throughout the project
Change requests can be made by any stakeholder at any time
Benchmarking
Before
No formal control required to implement the overall change control process
after
Must be implemented through a holistic change control process
How to submit a change request
1. Can be presented orally
2. However, all change requests must be recorded in writing and included in the change management and configuration management systems
3. Before approving changes, the impact on schedule costs needs to be understood
4. A formal overall change control process is required whenever a change may affect any project baseline.
5. The CCB is a formally constituted team responsible for reviewing, evaluating, approving, deferring, or rejecting project changes
After change request is approved
Update related plans or baselines
Certain specific change requests must be approved by the customer or sponsor after CCB approval.
effect
Review all change requests, approve changes, manage changes to deliverables, organizational process assets, project documents, and project management plans, and communicate results of change processing
enter
1. Project Management Plan
change management plan
configuration management plan
Scope Baseline
progress baseline
cost basis
2. Project documents
Estimate basis
Impact of changes on time, budget, and resources
Requirements Tracking Matrix
Assess the impact of changes on project scope
risk report
Risk source information
3. Work performance report
Resource availability
Schedule and cost data
Earned Value Report
burn down chart
4. Change request
Changes within the project baseline
Updates to formally controlled project documents or deliverables
Change decisions are made by the project manager
Corrective Actions, Preventive Actions, Defect Remediation
Changes that affect the project baseline
This is what is often tested
Cost of implementing changes
Required schedule date modifications
Resource requirements and associated risks
Approval by CCB and client or sponsor
5. EEFs
legal restrictions
Government or industry standards
Legal and regulatory requirements and/or constraints
organizational governance framework
Contractual and Procurement Constraints
6. OPAs
Change control procedures, including modifications and how changes are approved and confirmed;
Procedures for approving and issuing changes;
Configuration management knowledge base, including versions and baselines of organizational standards, policies, procedures, and project documents.
Tools & Techniques
1. Expert judgment
technical knowledge
laws and regulations
Regulations and Procurement
Configuration management
Risk Management
2. Change control tools
Support configuration management activities
Identify configuration items
Verify and audit configuration items
Record and report configuration item status
Support change management activities
Identify changes
Record changes
Make a decision to change
Track changes
3. Data analysis
Analysis of alternatives 9.2.2.5
Have the choice to accept
Cost-benefit analysis 8.1.2.3
Is it worth the associated costs?
4. Decision making
Voting 5.2.2.4
unanimously agreed
Most agree
odd number of people
relative majority rule
two or more options
autocratic decision making
One person is responsible for making decisions for the entire group
Multi-criteria decision analysis 8.1.2.4
Use a decision matrix to evaluate change requests using a systems analysis approach based on a set of predefined criteria.
5. Meeting
Conduct change control meetings with CCB
output
1. Approved Change Request
Record the processing of all change requests in the change log
2. Project management plan update
Changes to the benchmark can only be based on the latest version of the benchmark and address future situations, and cannot change past performance.
3. Project file update
Change log
4.7 Ending a project or phase
The process of closing all activities of a project, phase, or contract
Actions and activities necessary to achieve completion or exit criteria for a phase or project
Ensure all documents and deliverables are up to date and all issues have been resolved
Confirm that the deliverables have been delivered to the customer and have received formal acceptance from the customer
Ensure all costs are recorded in the project cost account
Close project account
Reassign people
Dispose of excess project materials
Reallocate project facilities, equipment and other resources
Prepare a detailed final project report in accordance with organizational policies
Activities necessary to close a project contract agreement or a project phase contract agreement
Confirm that the seller’s work has been formally accepted
Final disposition of pending claims
Update records to reflect final results
Archive relevant information for future use
Activities necessary to complete the following tasks
Collect project or phase records
Audit project success or failure
Manage knowledge sharing and transfer
Archive project information for future use by your organization
Summarize experience and lessons
Actions and activities that must be carried out to transfer the project's products, services or results to the next phase or to production and/or operations.
Collects suggestions for improving or updating organizational policies and procedures and forwards them to appropriate organizational units.
Measure stakeholder satisfaction.
If a project is terminated prematurely before completion, closing the project or phase process will also require procedures to investigate and document the reasons for the premature termination.
enter
1. Project Charter
The project charter documents project success criteria, approval requirements, and who will sign off on project closure.
2. Project Management Plan
3. Project documents
Hypothetical log
Estimate basis
Change log
Problem log
Lessons Learned Register
Milestone List
Project communication record
Quality control measurement results
quality report
requirements document
risk register
risk report
4. Acceptance of deliverables
Approved product specifications, delivery receipts and work performance documents
5. Business documents
business case
Determine whether the project achieves the expected results of the economic feasibility study
business needs
Cost-benefit analysis
Benefit Management Plan
Used to measure whether the project has achieved planned benefits.
target benefit
6. Agreement
7. Procurement documents
Information on contract schedule, scope, quality and cost performance
All contract change documents
Payment history
test result
All have to be filed
8 Organizational Process Assets
Project or phase closure guidelines or requirements
For example
Lessons learned
Final project audit
Project evaluation
Product confirmation
Acceptance Criteria
Contract closing
Resource reallocation
Team performance evaluation
knowledge transfer
Configuration management knowledge base
Includes various versions and baselines of organizational standards, policies, procedures and project documents
Tools & Techniques
1. Expert judgment
management control
audit
Regulations and Procurement
laws and regulations
2. Data analysis
File analysis
Helps summarize lessons learned and share knowledge
regression analysis
Interrelationships between different project variables for project outcomes
trend analysis
Deviation analysis
3. Meeting
effect
Confirm that deliverables have passed acceptance, determine that exit criteria have been met, formally close the contract, assess stakeholder satisfaction, collect lessons learned, transfer project knowledge and information, and celebrate successes.
Attendees
project team members
Other interested parties
type
Closing report meeting
Customer summary meeting
Lessons Learned Summary Meeting
celebration
output
main effect
Archive project or phase information to complete planned work and free up organizational team resources for new work.
1. Project file update
Lessons Learned Register
revenue management
Accuracy of business case
Project and development life cycle
risk and issue management
Stakeholder participation
Other project management processes
2. Handover of final product, service or result
3. Final report
Overview of the project or phase
Scope objectives, evaluation criteria for scope, and evidence demonstrating achievement of completion standards
Quality objectives, evaluation criteria for project and product quality, relevant verification information and actual milestone delivery dates and reasons for deviations
Cost objectives, including acceptable cost ranges, actual costs, and reasons for any deviations
Summary of confirmed information for the final product, service or result
Schedule objectives include whether the results achieve the expected benefits of the project. If benefits are not realized at the end of the project, indicate the extent to which the benefits have been realized and anticipate future realizations.
An overview of how the final product, service, or outcome will meet the business needs stated in the business plan. If the business need is not met at the end of the project, indicate the extent to which the need has been met and an estimate of when the business need will be met.
An overview of risks or issues that occurred during the project and their resolution.
4. Organizational process asset updates
project files
project management plan
scope file
cost document
progress file
Project Calendar
Change management documents
Operations and Support Documents
Lessons Learned Knowledge Base
Project or phase closure documents
Ensure that all project requirements are met before officially closing the project
Project terminated early before completion
Reasons for termination need to be stated in formal closing documents
Establish a formal process for handing over completed and unfinished deliverables of the project to others
4 Project Integration Management
What is PIM?
Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
making choices about
Resource allocation
Balancing competing demands
Examining any alternative approaches
Tailoring the processes to meet the project objectives
Managing the interdependencies among the PM Knowledge Areas
the accountability of Project Integration Management cannot be delegated or transferred
Key Concepts for PIM
PIM is about
Ensuring that the deliverable due dates of the product, service, or result; project life cycle; and the benefits management plan are aligned;
uu Providing a project management plan to achieve the project objectives;
Ensuring the creation and the use of the appropriate knowledge to and from the project as necessary;
Managing the performance and changes of the activities in the project management plan;
Making integrated decisions regarding key changes impacting the project;
Measuring and monitoring the project's progress and taking appropriate action to meet project objectives;
Collecting data on the results achieved, analyzing the data to obtain information, and communicating this information to relevant stakeholders;
Completing all the work of the project and formally closing each phase, contract, and the project as a whole;
Managing phase transitions when necessary.
Trends and Emerging Practices
Use of automated tools.
PMIS
Use of visual management tools.
Project knowledge management
Expending the PM's responsibilities
Called on to initiate and finalize the project
business case development and benefits management
Hibrid methodologies
Tailoring Considerations
Project life cycle
Development life cycle
Management approaches
organizational culture and the complexity of the project
knowledge management
Change
Governance
control boards, committees, and other stakeholders
project status reporting requirements
Lessons learned
Benefits
When and how should benefits be reported
Considerations for Aigle/Adaptive Environments
control of the detailed product planning and delivery is delegated to the team
building a collaborative decision-making environment and ensuring the team has the ability to respond to changes
team members possess a broad skill base rather than a narrow specialization
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.
Key Benefits
provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project.
establishes a partnership between the performing and requesting organizations.
The approved project charter formally initiates the project.
A PM is identified and assigned
preferably while the project charter is being developed
always prior to the start of planning
The project charter can be developed by
the sponsor
the project manager in collaboration with the initiating entity
Projects are initiated by an entity external to the project
sponsor
PMO
portfolio governing body chairperson or authorized representative
4.1.1 Inputs
Business Documents
The business case and the benefits management plan are sources of information about the project´s objectives
The project manager does not update or modify the business documents since they are not project documents; however, the project manager may make recommendations.
Business case
describes the necessary information from a business standpoint to determine whether the expected outcomes of the project justify the required investment
commonly used for decision making by managers or executives above the project level
the business need and the cost benefit analysis are contained in the business case to justify and establish boundaries for the project.
High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated and will flow into the project charter.
Created as a result of
Market demand
e.g., an automobile manufacturer authorizing a project to build more fuel-efficient cars in response to gasoline shortages
Organizational need
e.g., due to high overhead costs, a company may combine staff functions and streamline processes to reduce costs
Customer request
e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park
Technological advance
e.g., an airline authorizing a new project to develop electronic tickets instead of paper tickets based on technological advances
Legal requirement
e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials
Ecological impacts
e.g., a company authorizing a project to lessen its environmental impact
Social need
e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera
Benefits management plan
Agreements
define initial intentions for a project
forms
Contract
MOUs
Memorandums Of Understanding
SLA
Service Level Agreement
Letter of Agreements
Letter of Intents
Verval Agreements
Written Agreements
Typically, a contract is used when a project is being performed for an external customer.
EEFs
Government or industry standards
Legal and regulatory requirements and/or constraints
market conditions,
Organizational culture and political climate
Organizational governance framework
Stakeholders' expectations and risk thresholds.
OPAs
Organizational standard policies, processes, and procedures
Portfolio, program, and project governance framework
Monitoring and reporting methods
Templates (e.g., project charter template);
Historical information and lessons learned repository
4.1.2 Tools & Techniques
Expert Judgment
Expert judgment is defined as judgment provided based upon expertise in an application area, 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.
Data Gathering
Brainstorming
identify a list of ideas in a short period of time. It is conducted in a group environment and is led by a facilitator
idea generation
idea analysis
Focus groups
bring together stakeholders and subject matter experts
Interviews
1on1 talking directly
Interpersonal and Team Skills
Conflict management
bring stakeholders into alignment on 9.5.2.1
Withdraw/avoid.
Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
Smooth/accommodate.
Emphasizing areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony and relationships.
Compromise/reconcile
Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation.
Force/direct
Pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results to a win-lose situation.
Collaborate/problem solve.
Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.
Facilitation
ensures that there is effective participation, that participants achieve a mutual understanding
all contributions are considered, and that conclusions or results have full buy-in
Meeting managent
Agenda
Invitations to each key stakeholder
follow-up minutes and actions
Meetings
held with key stakeholders to identify
the project objectives
success criteria
key deliverables
high-level requirements
summary milestones
other summary informaiton
4.1.3 Outputs
Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
It documents the high-level information on the project and on the product, service, or result the project is intended to satisfy, such as:
At a high level, the project charter ensures a common understanding by the stakeholders of the key deliverables, milestones, and the roles and responsibilities of everyone involved in the project.
Project purpose
Measurable project objectives and related success criteria
High-level requirements
High-level project description, bundaries and key deliverables
Overall project risk
Summary milestone schedule
Preapproved financial resources
Key stakeholder list
Project approval requirements
Project exit criteria
Assigned project manager, responsibility and authority level
Name and authority of the sponsor and the persons authorizing the project charter
12 items
Assumption Log
High-level strategic and operational assumptions and constraints are normally identified in the business case before the project is initiated
will flow into the project charter
used to record all assumptions and constraints throughout the project life cycle.
4.2 Develop PMP
Definition
the process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
Key Benefits
the production of a comprehensive document that defines the basis of all project work and how the work will be performed.
The PMP defines how the project is executed, monitored and controlled, and closed.
4.2.1 Inputs
Project charter
Outputs from other processes
Subsidiary plans and baselines that are an output from other planning processes are inputs to this process
changes to these documents may necessitate updates to the project management plan
EEFs
Government or industry standards
e.g., product standards, quality standards, safety standards, and workmanship standards
Legal and regulatory requirements and/or constraints
Project management body of knowledge for vertical market
Organizational structure, culture, management practices, and sustainability
Organizational governance framework
a structured way to provide control, direction, and coordination through people, policies, and processes to meet organizational strategic and operational goals
Infrastructure
e.g., existing facilities and capital equipment
OPAs
Organizational standard policies, processes, and procedures
Project management plan template
Guidelines and criteria for tailoring the organization's set of standard processes to satisfy the specific needs of the project
Project closure guidelines or requirements such as the product validation and acceptance criteria.
Change control procedures
including the steps by which official organizational standards, policies, plans, procedures, or any project documents will be modified and how any changes will be approved and validated;
Monitoring and reporting methods, risk control procedures, and communication requirements
Project information from previous similar projects
Historical information and lessons learned repository.
4.2.2 Tools & Techniques
Expert Judgment 4.1.2.1
Data Gathering
Brainstorming 4.1.2.2
Checklists 11.2.2.2
Focus group 5.2.2.2
Interviews 5.2.2.2
Interpersonal and Team Skills
Conflict management 9.5.2.1
Facilitation 4.1.2.3
Meeting management 10.2.2.6
Meetings
Project Kick-off
The project kick-off meeting is usually associated with the end of planning and the start of executing. Its purpose is to communicate the objectives of the project, gain the commitment of the team for the project, and explain the roles and responsibilities of each stakeholder .
4.2.3 Outputs
Project management plan (18)
The project management plan is the document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project. The needs of the project determine which components of the project management plan are needed.
Subsidiary management plans
Scope management plan
Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
resources management plan
communications management plan
Risk management plan
Procurement management plan
Stakeholder engagement plan
Baselines
Scope baseline
Scope statement
WBS
WBS dictionary
Schedule baseline
Cost baseline
Addtional components
Change management plan
Configuration management plan
Performance measurement baseline
Project life cycle
Development approach
Management reviews
Project documents (33)
1. Activity attributes
2. Activity list
3. Assumption log
4. Basis of estimates
5. Change log
6. Cost estimates
7. Cost forecasts
8. Duration estimates
9.Issue log
10. Lessons learned register
11. Milestone list
12. Physical resource assignments
13. Project caleanders
14. Project communications
15. Project schedule
16. Project schedule network diagram
17. Project scope statement
18. Project team assignments
19. Quality control measurements
20. Quality metrics
21. Quality report
22. Requirements documentation
23. Requirements traceability matrix
24. Resource breakdown structure
25. Resource calendars
26. Resource requirements
27. Risk register
28. Risk report
29. Schedule data
30. Schedule forecasts
31. Stakeholder register
32.Team charter
33. Test and evaluation documents
4.3 Direct and Manage Project Work
Definition
the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Key Benefits
Provides overall management of the project work and deliverables, thus improving the probability of project success.
Inputs
Project management plan
Project documents
Change log
status of all change requests
Lessons learned register
Milestone list
scheduled dates for specific milestones
Project communications
Project schedule
work activities
durations
resources
planned start and finish dates
Requirements traceability matrix
links product requirements to the deliverables
Risk register
information on threats and opportunities that may impact project execution
Risk report
EEFs
Organizational structure, culture, management practices, and sustainability
Infrastructure (e.g., existing facilities and capital equipment)
Stakeholder risk thresholds (e.g., allowable cost overrun percentage)
OPAs
Organizational standard policies, processes, and procedures
Issue and defect management procedures
Issue and defect management database
Performance measurement database
Change control and risk control procedures
Project information from previous projects
Tools & Techniques
Expert judgment
Cost and budget management
Legal and procurement
Legislation and regulations
Organizational governance
PMIS
Automated gathering and reporting on key performance indicators (KPI) can be part of this system.
scheduling software tools
work authorization systems
configuration management systems
information collection and distribution systems
interfaces to other online automated systems
Meetings
attendee
defined role
types
kick-off
technical
sprint or iteration planning
scrum daily standups
steering group
problem solving
progress update
retrospective meetings
Outputs
Deliverables
Work performance data
Issue log
Change requests
Corrective actions
Preventive actions
Defect repair
Updates
PMP updates
Project documents updates
Activity list
Assumption log
Lessons learned register
Requirements documentation
Risk register
Stakeholder register
OPAs updates
4.4 Manage Project Knowledge
DIKW
Data
Information
Knowledge
Wisdom
Definition
using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.
Key Benefits
prior organizational knowledge is leveraged to produce or improve the project outcomes, and knowledge created by the project is available to support organizational operations and future projects or phases.
Knowledge
explicit
words
pictures
numbers
tacit
beliefs
insights
experience
knowhow
Inputs
1. Project management plan
2. Project documents
Lessons learned register 4.4.3.1
Project team assignments 9.3.3.1
Resources breakdown structure 9.2.3.3
Source selection criteria
Stakeholder register 13.1.3.1
3. Deliverables
4. EEFs
Organizational, stakeholder, and customer culture.
trusting working relationships and a no-blame culture
Geographic distribution of facilities and resources.
Organizational knowledge experts.
Legal and regulatory requirements and/or constraints.
confidentiality of project information
5. OPAs
Organizational standard policies, processes, and procedures.
confidentiality and access to information; security and data protection
Personnel administration.
Organizational communication requirements.
Formal knowledge-sharing and information-sharing procedures.
Tools & Techniques
1. Expert judgment
knowledge management
Information management
Organizational learning
Knowledge and information management tools
Relevant information from other projects
2. Knowledge management
create new knowledge, share tacit knowledge, and integrate the knowledge of diverse team members.
Networking
informal social interaction and online social networking
open questions
Communities of practice and special interest groups
Meetings
including virtual meetings
Work shadowing and reverse shadowing
Discussion forums such as focus groups
Knowledge-sharing events such as seminars and conferences
Workshops
including problem-solving sessions and learning reviews designed to identify lessons learned
Storytelling
Creativity and ideas management techniques
Knowledge fairs and cafés
Training that involves interaction between learners.
3.Information management
Methods for codifying explicit knowledge; for example, for producing lessons to be learned entries for the lessons learned register
Lessons learned register
Library services
Information gathering, for example, web searches and reading published articles
Project management information system (PMIS)
4. Interpersonal and team skills
Active listening. 10.2.2.6
helps reduce misunderstandings and improves communication and knowledge sharing.
Facilitation. 4.1.2.3
helps effectively guide a group to a successful decision, solution, or conclusion.
Leadership. 3.4.4
used to communicate the vision and inspire the project team to focus on the appropriate knowledge and knowledge objectives.
Networking. 10.2.2.6
allows informal connections and relations among project stakeholders to be established and creates the conditions to share tacit and explicit knowledge.
Political awareness. 10.1.2.6
helps the project manager to plan communications based on the project environment as well as the organization's political environment.
Outputs
1. Lessons learned register
2. Project management plan updates
3. OPAs updates
4.5 Monitor and Control Project Work
Definition
tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan.
Key Benefits
allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues, and to have visibility into the future project status with cost and schedule forecasts.
Be concerned with
Monitoring includes collecting, measuring, and assessing measurements and trends to effect process improvements.
1. Comparing actual project performance against the project management plan;
2. Assessing performance periodically to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary;
3. Checking the status of individual project risks;
4. Maintaining an accurate, timely information base concerning the project's product(s) and their associated documentation through project completion;
5. Providing information to support status reporting, progress measurement, and forecasting;
6. Providing forecasts to update current cost and current schedule information;
7. Monitoring implementation of approved changes as they occur;
8. Providing appropriate reporting on project progress and status to program management when the project is part of an overall program;
9. Ensuring that the project stays aligned with the business needs.
Inputs
Project management plan
Project documents
Assumption log
Basis of estimates
Cost forecasts
Issue log
Lessons learned register
Milestone list
Quality report
Risk register
Risk report
Schedule forecasts
Work performance information
Work performance data is gathered through work execution and passed to the controlling processes.
the work performance data are compared with the project management plan components, project documents, and other project variables.
Agreements 12.2.3.2
If the project is outsourcing part of the work, the project manager needs to oversee the contractor's work to make certain that all the agreements meet the specific needs of the project while adhering to organizational procurement policies.
EEFs
PMIS
scheduling, cost, resourcing tools, performance indicators, databases, project records, and financials;
Infrastructure
e.g., existing facilities and equipment, organization´s telecommunications channels
Stakeholders' expectations and risk thresholds
Government or industry standards
e.g., regulatory agency regulations, product standards, quality standards, and workmanship standards
OPAs
Organizational standard policies, processes, and procedures;
Financial controls procedures
e.g., required expenditure and disbursement reviews, accounting codes, and standard contract provisions
Monitoring and reporting methods;
Issue management procedures
Defect management procedures
Organizational knowledge base
in particular process measurement and the lessons learned repository
Tools & Techniques
Expert judgment
Earned value analysis,
Interpretation and contextualization of data
Techniques to estimate duration and costs
Trend analysis
Technical knowledge on the industry and focus area of the project
Risk management
Contract management
Data analysis
Alternatives analysis
Cost-benefit analysis
Earned value analysis
Root cause analysis
Trend analysis
Variance analysis
Decision making
voting. 5.2.2.4
unanimity
majority
plurality
Meetings
user groups meetings
user review meetings
Outputs
Work performance reports
Including
Status reports
Progress reports
Containing
earned value graphs and information
trend lines and forecasts
reserve burndown charts
defect histograms
contract performance information
risk summaries
Presentations
Dashboard
Heat reports
Stop light charts
creating awareness and generating decisions and actions
Change requests
Corrective action
Preventive action
Defect repair
Project management plan updates
Any change to the project management plan goes through the organization's change control process via a change request.
Project documents updates
Cost forecasts
Issue log
Lessons learned register
Risk register
Schedule forecasts
4.6 Perform Integrated Change Control
Overview
The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate responsibility of the project manager.
Changes may be requested by any stakeholder involved with the project and may occur at any time throughout the project life cycle.
Baselines are established
Before
changes are not required to be formally controlled by the Perform Integrated Change Control process.
After
Once the project is baselined, change requests go through this process.
Forms of changes
1. Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/or configuration management system.
2. Change requests may require information on estimated schedule impacts and estimated cost impacts prior to approval.
3. Whenever a change request may impact any of the project baselines, a formal integrated change control process is always required.
4. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions.
Approved change requests
can require adjustments to the project management plan and other project documents.
Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.
Function
Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions.
Inputs
1.PMP
Change management plan
Configuration management plan
Scope baseline
Schedule baseline
Cost baseline
2. Project documents
Basis of estimates
calculate the impact of the change in time, budget, and resources.
Requirements traceability matrix
helps assess the impact of the change on the project scope.
Risk report
presents information on sources of overall and individual project risks
3. Work performance reports
resource availability
schedule and cost data
earned value reports
burnup or burndown charts
4. Change requests
Not impact baselines
updates to formally controlled documents or deliverables
Decisions on those changes are usually made by the project manager.
corrective action, preventive action, defect repairs
Impact on baselines
Frequently examined
cost of implementing the change
modifications in the scheduled dates
resource requirements and risks
approved by the CCB and by the customer or sponsor
5. EEFs
Legal restrictions, such as country or local regulations;
Government or industry standards (e.g., product standards, quality standards, safety standards, and workmanship standards);
Legal and regulatory requirements and/or constraints;
Organizational governance framework
Contracting and purchasing constraints.
6. OPAs
Change control procedures
Procedures for approving and issuing change authorizations;
Configuration management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents.
Tools & Techniques
1. Expert judgment
Technical knowledge of the industry and focus area of the project
Legislation and regulations
Legal and procurement
Configuration management
Risk management
2. Change control tools
Support configuration management
Identify configuration item.
Record and report configuration item status.
Perform configuration item verification and audit.
Support change management
Identify changes.
Document changes.
Decide on changes.
Track changes.
3. Data analysis
Alternatives analysis 9.2.2.5
Cost-benefit analysis 8.1.2.3
4.Decision making
voting. 5.2.2.4
unanimity
majority
plurality
Autocratic decision making
one individual takes the responsibility for making the decision for the entire group.
Multicriteria decision analysis 8.1.2.4
uses a decision matrix to provide a systematic analytical approach to evaluate the requested changes according to a set of predefined criteria.
5. Meetings
Change control meetings are held with a change control board (CCB)
Outputs
1. Approved change requests
The disposition of all change requests are recorded in the change log as a project document update.
2. PMP updates
Changes to baselines are only made from the last baseline forward. Past performance is not changed. This protects the integrity of the baselines and the historical data of past performance.
3. Project documents updates
Change log
4.7 Close Project or Phase
finalizing all activities for the project, phase, or contract.
Actions and activities necessary to satisfy completion or exit criteria for the phase or project such as:
Making certain that all documents and deliverables are up-to-date and that all issues are resolved;
Confirming the delivery and formal acceptance of deliverables by the customer;
Ensuring that all costs are charged to the project;
Closing project accounts;
Reassigning personnel;
Dealing with excess project material;
Reallocating project facilities, equipment, and other resources;
Elaborating the final project reports as required by organizational policies.
Activities related to the completion of the contractual agreements applicable to the project or project phase such as:
Confirming the formal acceptance of the seller's work,
Finalizing open claims,
Updating records to reflect final results,
Archiving such information for future use.
Activities needed to
Collect project or phase records
Audit project success or failure,
Manage knowledge sharing and transfer
Identify lessons learned
Archive project information for future use by the organization
Actions and activities necessary to transfer the project’s products, services, or results to the next phase or to production and/or operations.
Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending them to the appropriate organizational unit.
Measuring stakeholder satisfaction.
Establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion.
Inputs
1. Project charter
The project charter documents the project success criteria, the approval requirements, and who will sign off on the project.
2.PMP
3. Project documents
Assumption log
Basis of estimates
Change log
Issue log
Lessons learned register
Milestone list
Project communications
Quality control measurements
Quality reports
Requirements documentation
Risk register
Risk report
4. Accepted deliverables
approved product specifications, delivery receipts, and work performance documents.
5.Business documents
Business case
documents the business need and the cost benefit analysis that justify the project.
Benefit management plan
outlines the target benefits of the project
6. Agreements
7. Product documentation
contract schedule, scope, quality, and cost performance
all contract change documentation
payment records
inspection results
cataloged
8. OPAs
Project or phase closure guidelines or requirements
e.g., lessons learned, final project audits, project evaluations, product validations, acceptance criteria, contract closure, resource reassignment, team performance appraisals, and knowledge transfer
Configuration management knowledge base
containing the versions and baselines of all official organizational standards, policies, procedures, and any project documents
Tools & Techniques
1. Expert judgment
Management control
Audit
Legal and procurement
Legislation and regulations
2. Data analysis
Document analysis
allow identifying lessons learned and knowledge sharing
Regression analysis
analyze the interrelationships between different project variables
Trend analysis
Variance analysis
3. Meetings
used to
confirm that the deliverables have been accepted, to validate that the exit criteria have been met, to formalize the completion of the contracts, to evaluate the satisfaction of the stakeholders, to gather lessons learned, to transfer knowledge and information from the project, and to celebrate success.
attendee
project team members
other stakeholders
types
close-out reporting meetings
customer wrap-up meetings
lessons learned meetings
celebration meetings
Outputs
Key Benefits
the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors.
1. Project documents updates
Lessons learned register
benefits management
accuracy of the business case
project and development life cycles
risk and issue management
stakeholder engagement
the project management processes
2. Final product, service or result transition
3.Final report
Summary level description of the project or phase.
Scope objectives, the criteria used to evaluate the scope, and evidence that the completion criteria were met.
Quality objectives, the criteria used to evaluate the project and product quality, the verification and actual milestone delivery dates, and reasons for variances.
Cost objectives, including the acceptable cost range, actual costs, and reasons for any variances.
Summary of the validation information for the final product, service, or result.
Schedule objectives including whether results achieved the benefits that the project was undertaken to address. If the benefits are not met at the close of the project, indicate the degree to which they were achieved and estimate for future benefits realization.
Summary of how the final product, service, or result achieved the business needs identified in the business plan. If the business needs are not met at the close of the project, indicate the degree to which they were achieved and estimate for when the business needs will be met in the future.
Summary of any risks or issues encountered on the project and how they were addressed.
4. OPAs updates
Project documents
project management plan
scope
cost
schedule
project calendar
change management documentation
Operational and support documents
Lessons learned repository
Project or phase closure documents
ensure that all project requirements are completed prior to finalizing the closure of the project
If the project was terminated prior to completion
formal documentation indicates why the project was terminated
formalizes the procedures for the transfer of the finished and unfinished deliverables of the canceled project to others
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