My Basic Knowledge: INTEGRATION Knowledge Area by Process Group (PMP) Lesson 1

	Inputs	Tools & Techniques	Outputs
1	Develop Project Charter: The process of developing a document that formally authorize a project or a phase and documenting initial requirements that satisfy the stakeholder's needs and expectations. The initiator's (sponsor) signature on the Charter authorizes the project. The approved Project Charter formally initiates the project. SOW: The essential elements of the SOW are 1. WHAT is to be done (Product Scope Description), 2. the business REASON for doing it (Business Need), and 3. HOW the project supports the organization's strategy (Strategic Plan). And it is a written description of the project's product, service, or result. PMI calls a SOW for external organizations 'a contract statement of work'. For Internal Projects, the Project Initiator or Sponsor provides. For External Projects, the Customer provides as part of a bid document. Project Selection Methods: 1- Benefit Measurement Methods: a. Economic Models, b. Scoring Models, c. Comparative Approach, d. Benefit Contribution, and e. Murder Board 2- Constrained Optimization Methods: a. Linear, b. Non-Linear, c. Dynamic, d. Integer, and e. Multi-objective algorithms 3. Additional Methods: 1. Benefit Cost Ratio (BCR), 2. Economic Value Add (EVA) - If a project does not make more moeny than those opportunity costs, it has not truly added economic value to the organization, 3. Internal Rate of Return (IRR) - Bigger is better, 4. Opportunity Cost - 'What is the cost of the other opportunities we missed by investing our money in this project?'. The Smaller the opportunity cost, the better. 4. Payback Period - a Shorter payback period is better than a longer one., 5. Present Value (PV) and Net Present Value (NPV): Bigger PV or NPV makes a project more attractive., 6. Return on Investment (ROI) - Bigger is better., and 7. Retun on Invested Capital (ROIC) = Net Income (after tax) from Project / Total Capital Invested in the Project.
INITIATING	1. Project Statement of Work (SOW)	1. Expert Judgment	1. Project Charter (PC)
	2. Business Case (is the document that justifies why the project should be accomplished)	a. Project Charter is created based on some need, and it should explain that need.	e. PC should include a high-level milestone view of the project schedule.
	3. Contract	b. PC is signed by the performing organization's Senior Management.	f. PC is a high-level document that does not include project details; the specifics of project activities
	4. Enterprise Environmental Factors	c. PC names the PM and gives PM authority to manage.	will be developed later.
	5. Organizational Process Assets	d. PC should include the high-level proj requirements, high-level Project Description, high-level Risks.	g. PC includes a summary-level prelim project budget. h. Show organizational, environmental and external CONSTRAINTS and ASSUMPTIONS.
2	Develop Project Management Plan: The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. The Project Plan is "a formal, approved document that defines HOW the project is executed, monitored and controlled, and closed. It may be summary or detailed and may be composed of one or more subsidiary management plans and other planning documents". It would be approved by * The Project Manager, * The Project Sponsor, * The Functional Manager who are providing resources for the project. (for the exam we will do much better to think of the Project Management Plan as always being DETAILED).
PLANNING	1. Project Charter	1. Expert Judgment	1. Project Management Plan
	2. Outputs from Planning Processes		(The SCOPE mgmt plan, the SCHEDULE mgmt plan, the COST mgmt plan, the CHANGE mgmt plan, and the CONFIGURATION mgmt plan are created right here.)
	3. Enterprise Environmental Factors
	4. Organizational Process Assets
3	Direct and Manage Project Execution: The process of perfoming the work defined in the project management plan to achieve the project's objectives. It occurs any time; we are following the project management plan to create project deliverables. Most of the project resources and costs are expended in this process. Change Requests: 1.Corrective Actions: Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. 2.Preventive Actions: A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks. 3.Defect Repair: The formally documented identification of defect in the project componenet with a recommendation to either repair the defect or completely replace the component. 4.Updates: Changes to formally controlled documentation, plans, etc., to reflect modified or additional ideas or content. # Corrective and Preventive Actions do not normally effect the Project Baselines, only the performance against the baselines. # Any information (Schedule/Milestones/Cost/Quality/Etc) related to the deliverables being produced here could be considered Work Performance Information.
EXECUTING	1. Project Management Plan	1. Expert Judgment	1. Deliverables
	2. Approved Change Requests	2. Project Management Information System - PMIS	2. Work Performance Information
	3. Enterprise Environmental Factors	(It can include both manual and automated systems	3. Change Requests
	4. Organizational Process Assets	used together, integrate, and disseminate the outputs of	4. Project Management Plan Updates
		the Develop Project Management Plan Process)	5. Project Document Updates
4	Monitor and Control Project Work: The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Any necessary changes in the work or the plan are identified and made int his process. # Mid-Project Evaluations are conducted while project work is still in progress. The main purpose of such evaluations is to determine if objectives are still relevant and if these objectives are being met. Lessons Learned should also be documented at this time instead of waiting for the project to be completed. A third party or people outside the team should be used to conduct mid-project evaluations.
M & C	1. Project Management Plan	1. Expert Judgment	1. Change Requests
	2. Performance Reports		2. Project Management Plan Updates
	3. Enterprise Environmental Factors		3. Project Document Updates
	4. Organizational Process Assets
5	Perform Integrated Change Control: The process of reviewing all change requests, approving changes, and managing changes to 1. the deliverables, 2. organizational process assets, 3. project documents, and 4. the project management plan. It brings together (integrates) all of the other Monitoring and Controlling Processes. And it evaluate the IMPACT of a change across the entire project. Changes may be requested by any stakeholder involved with the project. # Perform Integrated Change Control is primarily focused on MANAGING CHANGE to the project's SCOPE, while Monitor and Control Project Work is primarily focused on MANAGING THE WAY that SCOPE is EXECUTED. # Approved Change Requests will be implemented by the Direct and Manage Project Execution process. # CCB is responsible for reviewing changes and change requests and its level of authority should be spelled out in the Project Management Plan.
M & C	1. Project Management Plan	1. Expert Judgment	1. Change Request Status Updates
	2. Work Performance Information	2. Change Control Meetings	2. Project Management Plan Updates
	3. Change Requests		3. Project Document Updates
	4. Enterprise Environmental Factors
	5. Organizational Process Assets
6	Close Project or Phase: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase. It is all about shutting the project down properly. This includes creating the necessary documentation and archives, capturing the lessons learned, ensuring that the contract is properly closed, and updating all organizational process assets. # The Transition implies that the product has been accepted and is ready for this handover.
CLOSING	1. Project Management Plan	1. Expert Judgment	1. Final Product, Service, or Result Transition
	2. Accepted Deliverables		2. Organizational Process Assets Updates
	3. Organizational Process Assets

# Project Charter's key aspects are: * Purpose and project objectives, * Project sponsor or authority, * Project description and requirements, * Success Criteria, * Acceptance Criteria, * Identified Risks, * Initial WBS, Preliminary Milestones and Summary Budget, and * Project Manager Assignment (with responsibility and authority level)
# Change Control System: It is also a collection of formal documented procedures that define HOW project change requests are submitted, validated, recorded, approved or rejected, communicated, and worked within the project. In many areas the Change Control System is a subset of the Configuration Management System.
# Configuration control is focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines.