Project Integration Management

Historical Information
Activities, WBS, Reports, Estimates, Lessons learned, Benchmarks, Risks, Resource needed,
correspondence

Project Selection methods

Comparative approach
Murder board, Peer review, Scoring models, Economic Models, Benefit compared to cost

Constrained Optimization methods (mathematical approach)

Linear programming, Integer programming, Dynamic Programming, Mutli-Object
Programming

Scope Definition
Inputs: Project charter, Project mgmt plan, project scope statement
Tools: Expert judgment, templates
Outputs: project scope management plan

Reasons for authorizing project: Market demand, Business need, customer request, Technology
advance, Legal requirement, Social need.

Scope Planning
Inputs: Org processes, project charter, Project scope mgmt plan, approved change requests
Tools: Expert judgment, product analysis, stakeholder analysis, Alternatives identification
Outputs: project scope stmt, project scope mgmt plan (updates), requested changes

WBS Definition
Inputs: Project scope mgmt plan, project scope statement, approved change requests
Tools: Decomposition, WBS templates
Outputs: Project scope mgmt plan, project scope statement (updates), WBS dictionary, Work
breakdown structure, Requested changes

Scope Verification
Inputs: Project scope mgmt plan, project scope statement, WBS Dictionary, Deliverables
Tools: Inspection
Outputs

Scope Control
Inputs: Project scope stmt, project scope mgmt plan, performance reports, WBS dictionary,
WBS elements, Approved change requests, Work perf info
Tools: Change control system, Variance analysis, replanning, configuration management
system
Outputs: Project scope stmt (update), project scope mgmt plan (update), performance reports,
WBS dictionary, WBS elements, recommended changes, Recommended corrective actions,
Scope baseline (updates), Organizational process assets (updates),
Product Analysis: Product breakdown structure, Systems engineering, Value engineering,
Value analysis, Function analysis, Quality function deployment.

6. Project Time management

Activity Definition
Inputs: Project scope statement, WBS, WBS dictionary, Org process assets, enterprise
environmental factors, Project management plan
Tools: Templates, Expert judgment, Decomposition, Rolling wave planning, planning
component
Outputs: Activity list, activity attributes, milestone list, requested changes

Activity Sequencing
Inputs: Project Scope statement, activity list, Activity attributes, milestone list, approved
change requests
Tools: Precedence diagram method, Arrow diagram method, schedule network templates,
dependency determination, Applying leads and lags, dependency determination
Outputs: Project schedule network diagrams, activity list (updates), Activity attributes
(updates), Requested changes.

Precedence Diagram (PDM or Activity on Node (AON) (S-F, S-S, F-S, F-F)
Arrow Diagramming Method (ADM) (F-S) (uses dummies)

GERT (loop)

Types of Dependencies
Mandatory Dependency (Hard logic), Discretionary Dependency (Preferred, preferential or
soft logic), External Dependency

Activity Resource estimating

Inputs: Organization process assets, enterprise environmental factors, activity list, activity
attributes, resource availability, project management plan
Tools: Expert judgment, Alternative analysis, published estimating data, project management
software, Bottom up estimating
Outputs: Activity resource requirements, activity attributes (updates), Resource breakdown
structure, requested calendar (updates), Requested changes

Activity duration estimation

Inputs: Organization process assets, enterprise environmental factors, activity list, activity
attributes, Activity resource requirements, Project Scope statement, Resource calendar, Project
management plan (Risk register, activity cost estimates).
Tools: Expert Judgment, Analogous estimating, Parametric Estimating, Three point estimating,
Reserve analysis)
Outputs: Activity duration estimates, activity attributes (Updates)
Analogous Estimating, Parametric Estimating, Heuristic Estimating, Three point Estimates,
Reserve Analysis.

Schedule development
Inputs: Organization process assets, enterprise environmental factors, activity list, activity
attributes, Activity duration estimates, Project Schedule network diagrams, Project Scope
statement, Activity resource requirements, Resource calendars, project management plan (Risk
Register).
Tools: Schedule network analysis, Critical Path method, Schedule Compression, What-IF
scenario, Resource leveling, Critical chain method, Project management software,
Outputs: Project Schedule, Schedule model data, Schedule baseline, Resource requirements
(updates), Activity attributes (updates), Project calendar, Project management plan updates
(Schedule management plan)

Monti Carlo: What-IF analysis

Bar Charts:

PERT
Critical path Method
Float and slack are for
Schedule Control
Inputs: Schedule management plan, Schedule baseline, performance reports, change requests
Tools: Progress reporting, Scheduled change control system, Performance measurement,
project management software, Variance Analysis, Schedule comparison bar charts
Outputs: Schedule model data (updates), Schedule base line (updates), Performance
Measurements, Requested changes, recommended corrective actions, Organization process
assets (updates), Activity list (updates), Activity attributes (updates)

Costing

Cost Estimating
Inputs: Enterprise Environmental factors, Org process assets, WBS, WBS dictionary, Project
Scope Statement, Project management plan (Schedule management plan, staff management
plan, Risk Register)
Tools: Analogous estimating, determine resource cost rates, bottom-up estimating, parametric
estimating, project management software, vendor bid analysis, Reserve analysis, and cost of
quality
Output: Activity cost estimates, Activity cost estimates supporting detail, Requested changes,
Cost management plan (updates)

Cost Budgeting:
Inputs: Project Scope statement, WBS, WBS dictionary, activity cost estimate, Activity cost
estimates supporting detail, Project schedule, resource calendars, Contract, Cost management
plan
Tools: Cost aggregation, Reserve analysis, parametric estimating, funding limit consideration
Output: Cost baseline, Project funding requirements, cost management plan (updates),
Requested changes

Cost Control
Inputs: Cost baseline, Project funding requirements, Performance reports, Work performance
info, approved change requests, project management plan
Tools: Cost change control system, performance measurement analysis, forecasting, project
performance reviews, project management software, variance management
Output: Cost estimate (updates), cost baseline (updates), performance measurements,
Forecasted completion, Requested changes, Recommended corrective actions, Org process
assets (updates), project management plan (updates).

Quality
Quality management planning
Inputs: Enterprise environmental factors, Org process assets, project scope statement, project
management plan
Tools: Cost benefit analysis, benchmarking, design of experiments, cost of quality, additional
quality planning tools
Outputs: Quality management plan, Quality metrics, quality check lists, process improvement
plan, quality baseline, project management plan (updates)

Quality Assurance
Inputs: Quality management plan, Quality metrics, process improvement plan, Work
performance information, approved change requests, quality control measurements,
implemented change requests, Implemented corrective actions, implemented defect repair,
implemented preventive actions
Tools: quality planning tools and techniques, quality audits, process analysis, quality control
tools and techniques
Outputs: Requested changes, recommended corrective actions, Org process assets (updates),
project management plan (updates)

Quality Control
Inputs: Quality management plan, Quality metrics, Quality Checklists, Org process assets,
Work performance information, Approved change requests, Deliverables
Tools: Cause and effect diagram, Control charts, Flowcharting, Histograms, Pareto diagram,
Run chart, Scatter diagram, Statistical sampling, Inspection, Defect repair review
Outputs: Quality control measurements, validated defect repair, Quality baseline (updates),
recommended corrective actions, Recommended preventive actions, Requested changes,
Recommended defect repair, Org process assets (updates), Validated deliverables, project
management plan (updates)

Cause and effect diagrams, also called Ishikawa diagrams or fishbone diagrams, illustrate how
various factors might be linked to potential problems or effects
Control Charts: An example of product use of control charts is evaluating whether the number
of defects found during testing are acceptable or unacceptable in relation to the organization’s
standards for quality.

Flow charting:

Histogram:

Pareto Diagram: Ordered by frequency of occurrence.

Run chart:

Scatter diagram:

Inspections are also called reviews, peer reviews, audits, and walkthroughs.

A precise measurement is always not accurate and vice versa.

Communications

Communications planning
Inputs: Enterprise environmental factors, Org process assets, project scope statement, project
management plan, assumptions
Tools: Communications requirements analysis, Communication technology
Outputs Communications management plan

Information Distribution
Inputs: Communication management plan
Tools: Communication skills, Information gathering, Information distribution methods,
Lessons learned process
Outputs: Org process assets (Updates), Requested changes

Performance Reporting
Inputs: Work performance information, performance measurements, Forecasted completion,
quality control measurements, Project management plan (performance measurement baseline),
approved change requests, deliverables
Tools: Information presentation tools, performance information gathering and compilation,
status review meetings, time reporting systems, Cost reporting systems,
Outputs: performance reports, Forecasts, Requested changes, recommended corrective actions,
Org process assets (Updates)

Manage Stakeholders
Inputs: Communications management plan, org process assets
Tools: Communication methods, issue logs
Outputs: Resolved issues, Approved change requests, Approved corrective actions, Org
process assets (updates), Project mgmt plan (updates)
Risk

Risk Management planning

Inputs: Enterprise environmental factors, Org process assets, project scope statement, project
management plan
Tools: Planning meetings and analysis
Outputs: Risk management plan

Risk Identification
Inputs: Enterprise environmental factors, Org process assets, project scope statement, project
management plan, Risk management plan
Tools: Documentation reviews, Information gathering techniques, Checklist analysis,
Assumptions analysis, Diagramming analysis
Outputs: Risk register.

Qualitative Risk analysis

Inputs: Org process assets, project scope statement, project management plan, Risk Register
Tools: Risk probability and Impact assessment, probability and impact matrix, Risk data
quality assessment, Risk categorization, Risk urgency assessment
Outputs: Risk Register (updates)

Quantitative risk analysis

Inputs: Enterprise environmental factors, Org process assets, project scope statement, project
management plan (Project Schedule, management plan, project cost management), Risk
management plan, Risk Register
Tools: Data gathering and representation techniques, quantitative risk analysis and modeling
techniques
Outputs: Risk Register (Updates)

Risk Response Planning

Inputs: Risk management plan, Risk Register
Tools: Strategies of negative risks or threats, strategies of positive risks or opportunities,
strategy of both threats and opportunities, contingent response strategy
Outputs: Risk Register (updates), project management plan (updates), Risk-related contractual
agreements

Risk monitoring & control

Inputs: Risk management plan, Risk Register, Approved change requests, Work performance
information, Performance reports
Tools: Risk reassessment, Risk audits, variance and trend analysis, technical performance
measurement, Reserve analysis, status meeting
Outputs: Risk register updates, requested changes, Recommended corrective actions,
Recommended preventive actions, org process assets, project management plan (updates)
Project charter: Scope Definition, Scope Planning

Project management plan: Scope Definition, Activity Definition, Activity Resource estimating,
Activity duration estimation (Risk register, activity cost estimates), Cost estimating, Cost
Control, Quality management planning, Communications planning, Performance reporting
(perf measurement baseline), Risk management planning, Risk Identification, Qualitative Risk
analysis (Project Schedule, management plan, project cost management)

Project Scope statement: Scope definition, Scope Control, Activity definition, Activity
sequencing, activity duration estimation, Schedule development, cost estimating, quality
management planning, Communications planning, Risk management planning, risk
identification, Qualitative risk analysis, Quantitative risk analysis,

Project Scope management plan: WBS definition, scope verification, Scope Control, cost
budgeting,

Approved change Requests: Scope planning, WBS definition, Scope control, Activity
sequencing, Schedule control, Cost Control, Quality assurance, Quality control, Risk
monitoring & control

Project Integration management

WBS Dictionary:
For each WBS component, the WBS dictionary includes a code of account identifier, a statement of
work, responsible organization and a list of schedule milestones.

2. The project scope statement is the definition of the project - what needs to be accomplished.

3. The configuration management system is also a collection of formal documented procedures used to
apply technical and administrative direction and surveillance to:... Supports the audit of the products or
components to verify conformance to requirements
Selected Choice: # 3
        Correct Answer: # 3

Question: You are the project manager in the IT department of a company.

There are 24 technical consultants working on the project who are experts in
Java programming language. In the execution phase of the project, you find that
there is a lot of confusion i.e. the work being done by one person is overwritten
by another, and it is becoming increasingly difficult to track and monitor
changes to the project code. What should you do FIRST?
1. Work on improving your project management plan
2. Create a good change control system by which all the changes can be properly
reviewed and approved
 3. Adopt a good configuration management system which has been successfully
used in a similar project in your company
4. Hire a Java programming language expert (or architect) to help you in
managing all the Java programmers

Justification: Configuration Management System includes the process for submitting

proposed changes, defining approval levels for authorizing changes, and providing a
method to validate approved changes.
4. The change control system is a collection of formal documented procedures that define how project
deliverables and documentation are controlled, changed and approved.

5. Project management plan: List of milestones, Cost and Schedule Baselines (how to monitor and
control changes)

6. Project files: Documentation resulting from the project`s activities; for example, project management
plan, scope, cost and quality baselines, project calendars, risk registers, planned risk response actions
and risk impact.

Question: The cause of variances and the reasoning behind the corrective action chosen should
be documented so that they become part of the historical database of the performing
organization. This is documented as part of:
1. Project Management Plan
2. Project Files
3. Organizational Process Assets
4. Recommended Corrective Action

Justification: Organizational Process Assets(Updates):

The causes of variances, the reasoning behind the corrective action chosen and other types of lessons
learned from the project scope change control are documented and updated in the historical database
of the organizational process assets.

Reference: PMBOK Third Edition, Page Number: 122

7. The earned value measures the performance of the project as it moves from project initiation through
project closure.

Selected Choice: # 3
        Correct Answer: # 3

Question: The project manager wants to know the status of the project i.e.
whether it is before schedule or under budget. What should the project manager
do?
1. Determine the earned value of the project
2. Look at the WBS to determine the completed tasks
3. Review the project performance against the project baselines
 4. Consult the team members to determine the status of the project

Justification: The best way to know the status of the project is to compare the project
performance against the project baselines ( in this example, we should compare the
project performance against the schedule baseline and cost baseline )
8. Work Authorization System: It includes the steps, documents, tracking system, and defined approval
levels needed to issue work authorizations.

9. The project plan includes the risk management plan. Risk Management Plan includes defining key
risks, including constraints and assumptions, and planned responses and contingencies

10. Question: You are the project manager for an aircraft manufacturing company developing a
new range of supersonic fighter planes. Since government funding is essential for your project,
you hire a lobbying firm to get Government support for funding your project. This is an example
of:
1. Integrated Change Control
2. Risk Management
3. Cost Management
4. Project Planning Methodology

Justification: Integrated change control includes: Influencing the factors that circumvent integrated
change control so that only approved changes are implemented.

11. Question: Performance reporting involves collecting and disseminating performance

information to provide stakeholders with information about how resources are being used to
achieve project objectives. So, performance reports provide information about all the following
EXCEPT:
1. Past project performance
2. Current project progress
3. Forecasting potential issues that may cause problems in the future
4. The risk of not meeting project quality requirements

Performance reporting: This is the process necessary for collecting and distributing performance
information. This includes status reporting, progress measurement, and forecasting.

12. Question: A project manager must update which document (or collection of documents)
over a period of time?
1. Performance Measurement Baselines
2. Change Control Docs
3. Project Scope Statement
4. Project Plan

Justification: Project Management plan is updated and revised through the Integrated Change Control
Process

Reference: PMBOK Third Edition, Page Number: 88

A project plan is a document or collection of documents that should be expected to change over a
period of time as more information becomes available about the project.

13. Selected Choice: # 4

        Correct Answer: # 3

Question: You are the project manager for a project which is being done under contract. You are
informed by the buyer that government regulations will necessitate some changes in the
project. What should you do first?
1. Talk with team members to understand implications of the change
2. Communicate the change to the management to get their inputs
3. Open up a change control
4. Do sizing for the change and communicate to the customer

Justification: Usually, anytime there is a potential request for a change from a customer,

1. Understand what functionality was requested - Talk with team-members to assess the implication of
the change
2. Open up a change control if there is a formal change control mechanism
3. Communicate the change to the management, and inform the customer about the impact of the
change (e.g. increase in sizing, schedule etc.)
4. If change is accepted, go ahead and implement the changes

Please note: If there is a confirmed change request (e.g. contractual or government

requirements as mentioned above), the first thing to do is to open up a change control.

14.
Selected Choice: # 3
        Correct Answer: # 3

Question: The project manager wants to know the status of the project i.e.
whether it is before schedule or under budget. What should the project manager
do?
1. Determine the earned value of the project
2. Look at the WBS to determine the completed tasks
3. Review the project performance against the project baselines
4. Consult the team members to determine the status of the project

Justification: The best way to know the status of the project is to compare the project
performance against the project baselines (in this example, we should compare the
project performance against the schedule baseline and cost baseline )
15. 7111 HARWIN
SUITE 100
HOUSTON, TX 77036

15.
Question : Determining and delivering the required levels of
quality is the responsibility of:

1        
           Project Sponsor

 
2        
           Project Manager / Project Management Team

 
3        
           Project Team

 
4        
           All Stakeholders in the project

 
Correct Choice:     2
 
Justification:     The project manager and the project management
team are responsible for determining and delivering the required
levels of both quality and grade.

Reference: PMBOK Third Edition, Page Number: 180

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