Preparation Course for

Project Management
Domain 2 – Process
Integration
Management

Eng. Andrew Rizkalla , PMP®, PMI-RMP®, PRMG, CPM

[email protected]
0128-1150-908
Task 09

10. Integrate Project

Planning Activities

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 09

Task 09: Integrate Project Planning Activities

01 Consolidate the project/phase plans

02 Assess plans for dependencies, gaps, and continued business value

03 Analyze the data collected

04 Collect and analyze data to make informed project decisions

05 Determine critical information requirements

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 Domain Process
Task 09
INTEGRATION MANAGEMENT
▪ There are many plans built, maintained, and executed throughout the
project.

▪ Consolidating those plans enables the project manger and others to assess
and coordinate all the various plans and activities.

▪ The integrated view of all the plans within a project or a phase or across
iterations can identify and correct gaps or conflicts.

▪ A consolidating of the plans encapsulates overall plan for the project and its
intended business value.

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 Domain Process
Task 09

DEVELOP PROJECT PLAN

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 Domain Process
Task 09

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 Domain Process
Task 09

▪ DEVELOP PROJECT MANAGEMENT PLAN is the process of defining, preparing, and

coordinating all plan components and consolidating them into an integrated project
management plan.
▪ THE KEY BENEFIT OF THIS PROCESS is the production of a comprehensive document
that defines the basis of all project work and how the work will be performed.
▪ THE PROJECT MANAGEMENT PLAN DEFINES how the project is executed, monitored
and controlled, and closed.

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 Domain Process
DEVELOP PROJECT MANAGEMENT PLAN Task 09
TOOLS AND TECHNIQUES
❑ Expert Judgment
▪ Determine the appropriate methodology approach (Predictive, adaptive, etc.) for this
project.
▪ Customize the process to meet specific project needs.
▪ Determine the resources and skills needed for project work.
▪ Identify the project documents that will be subject to a formal change control process.
▪ Prioritize the work to ensure resources are allocated to the appropriate work at the
appropriate time.

❑ Data Gathering ❑ Interpersonal and team skills ❑ Meetings

▪ Brainstorming ▪ Conflict Management
▪ Checklists ▪ Facilitation
▪ Focus Groups ▪ Meeting Management
▪ Interviews

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 Domain Process
Task 09
❑ Meetings
− 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.
− THE KICK-OFF may occur at different points in time depending on the
characteristics of the project: -
➢ FOR SMALL PROJECTS there is usually only one team that performs the planning
and the execution. In this case, the kick-off occurs shortly after initiation, in
the Planning Process Group, because the team is involved in planning.
➢ IN LARGE PROJECTS a project management team normally does the majority of
the planning, and the remainder of the project team is brought on when the initial
planning is complete, at the start of the development/implementation. In this
instance, the kick-off meeting takes place with processes in the Executing
Process Group.
➢ MULTIPHASE PROJECTS will typically include a kick-off meeting at the beginning
of each phase.

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 Domain Process
PROJECT MANAGEMENT Task 09
INFORMATION SYSTEM (PMIS)
▪ An information system consisting of the tools and techniques used to
gather, integrate, and disseminate the outputs of project management
process.
▪ Their purpose is to collect and make easily accessible all the project
information.
▪ For example, Microsoft Project is commonly used by project managers
to develop and build project schedules.
▪ In Agile methodology, project may use sticky notes, white boards, and
paper attached to the wall as their project management information
system or commercial tools such as JIRA and Rally.

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 Domain Process
PROJECT MANAGEMENT Task 09
INFORMATION SYSTEM (PMIS)

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 Domain Process
Task 09

CHANGE MANAGEMENT PLAN

A change management plan is a component of the project management plan that established the
change control board, documents that extent of its authority, and describes how the change
control system will be implemented.

A change management plan can answer the following questions:

▪ Who can propose the change?
▪ What exactly constitutes a change?
▪ What is the impact of the change on the project’s objectives?
▪ What steps are necessary to evaluate the change request before approving or rejecting
it?
▪ When a change request is approved, what project documents must be amended to
record the actions necessary to effect the change?
▪ How will these actions be monitored to confirm that they have been completed
satisfactorily?

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 Domain Process
Task 09

CONFIGURATION MANAGEMENT PLAN

The configuration management plan is a component of the project management plan that
describes:
▪ How to identify and account for project artifacts under configuration control.
▪ How to record and report changes to them.

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 Domain Process
DEVELOP PROJECT MANAGEMENT PLAN OUTPUTS
Task 09
PROJECT MANAGEMENT PLAN

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 Domain Process
Task 09

❑ It is the document that describes how the project will be executed, monitored
and controlled, and closed. Project management plan components include
but are not limited to:
▪ CONFIGURATION MANAGEMENT PLAN. Describes how the information about
the items of
the project (and which items) will be recorded and updated so that the product,
service, or result of the project remains consistent and/or operative.
▪ PERFORMANCE MEASUREMENT BASELINE. An integrated scope-schedule-cost
plan for the project work against which project execution is compared to
measure and manage performance.
▪ MANAGEMENT REVIEWS. Identifies the points in the project when the project
manager and relevant stakeholders will review the project progress to
determine if performance is as expected, or if preventive or corrective
actions are necessary.

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Task 01

11. Execute Project to

Deliver Business Value

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 Domain Process
Task 01

Task 01: Execute Project to Deliver Business Value

01 Assess opportunities to deliver value incrementally

02 Examine the business value throughout the project

03 Support the team to subdivide tasks to find the minimum viable product

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 Domain Process
Task 01

DIRECT AND MANAGE

PROJECT WORK

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 Domain Process
Task 01

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 Domain Process
Task 01

❑ DIRECT AND MANAGE PROJECT WORK is the process of leading and performing
the work defined in the project management plan and implementing approved
changes to achieve the project’s objectives.
❑ THE KEY BENEFIT OF THIS PROCESS is that it provides overall management of the
project work and deliverables, thus improving the probability of project
success.
▪ THE PROJECT MANAGER, along with the project management team, directs the
performance of the planned project activities and manages the various
technical and organizational interfaces that exist in the project. Direct and
Manage Project Work also requires review of the impact of all project changes
and the implementation of approved changes: corrective action, preventive
action, and/or defect repair.
▪ WORK PERFORMANCE DATA ANALYSIS provides information about the completion
status of deliverables and other relevant details about project performance.
Also be used as an input to the Monitoring and Controlling Process Group, and
can be used as feedback into lessons learned to improve the performance of
future work packages.

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 Domain Process
Task 01

Examination of Business Value

▪ Projects produce Business Value.
▪ Exactly what is of value to the business and to which extent requires examination, evaluation,
and confirmation.

The business value can be:

▪ Financial
▪ Improvements
▪ New customers
▪ First to market
▪ Social
▪ Technological

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 Domain Process
Task 01

Incremental Delivery
▪ One means of delivering value sooner rather than later is via incremental delivery.
▪ Early and regular incremental releases lead to higher customer value and increase market
share.
▪ Dividing the product into increments enables parts or elements of the product to be in the
hands of customer prior to full delivery of the product.
▪ Delivering the product incrementally allows users and the business to not only consume the
target value – even if only partially – but also to provide feedback to the project team.
▪ Feeding input back into the project enables the project team to adjust the direction, priorities,
and quality of the project.
▪ Furthermore, iterative and incremental delivery reduce effort spent on non-essential features
by focusing on high-priority items at any given point.
▪ Stakeholders are delivered a usable product with the expectations that additional features and
revisions are to come.

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 Domain Process
Task 01

Minimum Viable Product

▪ A minimum viable product (MVP) is a version of a product with just enough features to be
usable by customers who can then provide feedback for future.
▪ With a MVP, all stakeholders have an opportunity to see and experience some form of project
outcomes.
▪ Ideas and concepts become reality, even if only at a bare minimum.
▪ Establishing MVP inspires team to achieve that aim.
▪ Minimum Viable Product ignite shorter-term to urgency and a feeling of accomplishment.

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 Domain Process
Task 01

Cycle and Timeboxes

▪ “Time Box” also known as SPRINT, CYCLE or ITERATION.
▪ A Time Box is a set duration to complete a small project. By fixing the time allocated to get
things done.

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 Domain Process
Task 01

GUIDELINES TO MEASURE ONGOING PROGRESS

▪ Define value from the customer’s, business, and/or user’s perspective.
▪ Determine value expectations.
▪ Set targets and baselines based on expectations.
▪ Determine metrics that communicate progress towards those value
expectations.
▪ Select one or more means of collecting metric data that is not too
consuming for the project team.
▪ Collect data at regular interval.
▪ Present the data of the progress.
▪ Compare the progress with the basslines and expectations.
▪ Improve on success or correct areas where progress in not meeting
expectations.

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Task 16

12. Ensure Knowledge

Transfer for Project
Continuity

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 Domain Process
Task 16

Task 16: Ensure Knowledge Transfer for Project Continuity

01 Discuss Project responsibilities within team

02 Outline expectations for working environment

03 Confirm approach for knowledge transfers

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 Domain Process
Task 16

MANAGE PROJECT KNOWLEDGE

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 Domain Process
Task 16

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 Domain Process
Task 16
❑ MANAGE PROJECT KNOWLEDGE is the process of using existing knowledge and
creating new knowledge to achieve the project’s objectives and contribute to
organizational learning.
❑ THE KEY BENEFITS OF THIS PROCESS are that 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 is commonly split into “explicit” ‫( صریح‬knowledge that can be readily
codified using words, pictures, and numbers) and “tacit” ‫( ضمنیة‬knowledge that is
personal and difficult to express, such as beliefs, insights, experience, and
“know-how”).
▪ KNOWLEDGE MANAGEMENT is concerned with managing both tacit and explicit
knowledge for two purposes: reusing existing knowledge and creating new
knowledge. The key activities that underpin both purposes are knowledge
sharing and knowledge integration (of knowledge from different domains,
contextual knowledge, and project management knowledge).
▪ KNOWLEDGE MANAGEMENT is about making sure the skills, experience, and
expertise of the project team and other stakeholders are used before, during,
and after the project.
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 Domain Process
Task 16

TYPES OF KNOWLEDGE

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 Domain Process
Task 16

LESSONS LEARNED
▪ Knowledge gained during a project can be useful to subsequent phases of a
project and to other projects, and this knowledge is referred to as lessons
learned.
▪ It can take the form of both positive and negative experiences that occur
throughout the project life cycle.
▪ The amount of time and effort used to document what went well and what
did not happened as planned can pay big dividends log into the future.

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 Domain Process
Task 16

CONSIDERATIONS OF LESSONS LEARNED

1. Scheduling lessons learned.
2. Conflict management lessons learned.
3. Vendor lessons learned.
4. Customer lessons learned.
5. Strategic lessons learned.
6. Other aspects of lessons learned.

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 Domain Process
Task 16

LESSONS LEARNED REGISTER VS LESSONS LEARNED REPOSITORY

▪ Used to record knowledge gained ▪ A store of historical information

during a project. about lessons learned.
▪ Used in the current project. ▪ Will become an organizational
▪ Entered into the lessons learned process asset for current and
repository. future projects.
▪ As the project progresses, you will ▪ Avoid repeating mistakes, and also
continuously add information to the leverage the ongoing organizational
lessons learned register. learning.

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 Domain Process
Task 16

Project Responsibilities Within the Team

The project manager has several interpersonal skills that are used to manage
knowledge. These Include:
▪ Leadership to communicate the organization’s vision and inspire project team to
focus on the goals of the project.
▪ Facilitation to effectively guide a group to a successful solution to a problem.
▪ Political awareness to keep project manager aware of organization’s political
environment.
▪ Networking to facilitate relations among project stakeholders so that knowledge is
shared at all levels.

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 Domain Process
Task 16
WORKING ENVIRONMENT EXPECTATIONS
▪ Knowledge is not constant: what you knew yesterday can change based on what
you did today.
▪ Continuously evaluate the project environment for new risks, and follow the risk
management plan to proactively address them before they become issues that will
affect the project objectives.
▪ Don’t hoard knowledge, follow the communication management plan and inform
stakeholders when something changes that might affect their work.
❑ Use appropriate tools to share knowledge with stakeholders:
▪ Face-to-Face during formal meetings.
▪ Face-to-Face during informal meetings and discussions.
▪ Telephone.
▪ Email.
▪ Internet.
▪ Printed document.

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 Domain Process
Task 16

Knowledge Transfer Approach

▪ Knowledge transfer consists of connecting individual or virtually, to share tacit
knowledge and collaborate together.
❑ This can be accomplished by number of technique including:
▪ Networking.
▪ Meetings, seminars, encourage people to interact and exchange ideas and
knowledge.
▪ Training that involves interaction between attendees.

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 Domain Process
Task 16

Guidelines to Maintain Team and Knowledge Transfer

▪ If your organization has Project Management Office, follow its guidelines on
documenting new knowledge.
▪ Be alert to new sources of project knowledge, and follow the communications
management plan to transfer that knowledge to stakeholders.
▪ Proactively seek new knowledge.
▪ Compile a lessons-learned register throughout the project’s lifecycle, and add it to a
lessons learned repository with registers form other projects.

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Task 10

13. Manage Project Changes

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 Domain Process
Task 10

Task 10: Manage Project Changes

01 Anticipate and embrace the need for change

02 Determine strategy to handle change

03 Execute change management strategy according to methodology

04 Determine a change response to move the project forward

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 Domain Process
Task 10

PERFORM INTEGRATED
CHANGE CONTROL

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 Domain Process
Task 10

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 Domain Process
Task 10

❑ 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. This process reviews all requests for changes to project
documents, deliverables, or the project management plan and determines
the resolution of the change requests.
❑ THE KEY BENEFIT OF THIS PROCESS is that it allows for documented changes
within the project to be considered in an integrated manner while addressing
overall project risk, which often arises from changes made without
consideration of the overall project objectives or plans.
❑ THE PERFORM INTEGRATED CHANGE CONTROL process is conducted from
project start through completion and is the ultimate responsibility of the
project manager.

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 Domain Process
Task 10

▪ Changes may be requested by any stakeholder involved with the project and
may occur at any time throughout the project life cycle.
▪ Once the project is base lined, change requests go through this process.
▪ Any change in a configuration element should be formally controlled and will
require a change request.
▪ Although changes may be initiated verbally, they should be recorded in written
form and entered into the change management and/or configuration
management system.
▪ Change requests may require information on estimated schedule impacts and
estimated cost impacts prior to approval.
▪ Every documented change request needs to be either approved, deferred, or
rejected by a responsible individual, usually the project sponsor or project
manager.

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 Domain Process
Task 10

Change Management Plan

▪ A change management plan is a component of the project management plan that
establishes the change control board, documents that extent of its authority, and
describes how the change control system will be implemented.

A change management plan can answer the following questions:

▪ Who can propose a change?
▪ What exactly constitutes a change?
▪ What is the impact of the change on the project’s objectives?
▪ What steps are necessary to evaluate the change request before approving or rejecting it?
▪ When change request is approved, what project document must be amended to record the
actions necessary to effect the change?
▪ How will these actions be monitored to confirm that they have been completed
satisfactorily?

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 Domain Process
Task 10

CAUSES OF PROJECT CHANGES

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 Domain Process
Task 10

Change Control Systems

▪ A change control system is a set of procedures that describes how modifications to
the project deliverables and documentation are managed and controlled.
▪ An effective change control system includes the forms, tracking methods, processes,
and approval level required for authorizing or rejecting requested changes.
▪ Change control system often specify that a Change Control Board (CCB) will address
the issues that affect cost, time, and product quality.

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 Domain Process
Task 10

CHANGE CONTROL BOARD

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 Domain Process
Task 10

CHANGE CONTROL STRATEGY

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 Domain Process
Task 10

STEPS OF CHANGE REQUEST

1. Meeting with stakeholder to understand reason & (Change Request Form).
2. Project manager log change request.
3. Analyze impact of the change with project team on Project Constrains (Scope – Cost
– Schedule – Quality – Risk – etc …).
4. Inform the stakeholder about the impact of such change.
5. Send change request to CCB.
6. Send request to the sponsor (If sponsor is not part of the CCB).
7. After approval / Rejection by CCB / Sponsor record the change in the Change Log.
8. Update the Affected Plans, Baselines, and documents.
9. Communicate / inform the key stakeholder (Configuration Management system).
10. Implement the Approved change request by the project team (Execution).

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 Domain Process
Task 10

Approved Change Requests

▪ Approved change requests are requests that have been reviewed and approved in
accordance with integrated change control plan and are ready to be scheduled for
implementation.
❑ These changes can affect costs, scope, schedule, quality, procedures, plans, or
policies, Approved changes can include:
▪ Corrective Action: Adjusts the performance of the project work with th eproject
management plan.
▪ Preventive Action: Ensures future performance of the project work with the project
management plan.
▪ Defect Repair: Modifies a non-conformance within the project.
▪ Updates: Modifies project documents and plans to reflect the project changes.

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Task 12

14. Create Project Artifacts

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 Domain Process
Task 12

Task 12: Manage Project Artifacts

01 Determine the requirements

02 Validate the project information is kept up to date and accessible

03 Continually assess effectiveness of management of the project artifacts

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 Domain Process
Task 12

Project Artifacts
▪ A project artifact is any document related to the management of a project.
▪ The project team will create and maintain many artifacts during the life of the
project, to allow reconstruction of the history of the project and to benefit other
projects.
▪ Artifacts are normally living document, and are formally updated to reflect changes in
project requirements and scope.

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 Domain Process
PROJECT ARTIFACTS Task 12

Project artifacts include but not limited, to the Agile Projects have several
following: artifacts that do not exist for
▪ Acceptance Criteria waterfall projects:
▪ Assumptions ▪ Product Backlog
▪ Business Case ▪ Product Increment
▪ Change Requests ▪ Product Roadmap
▪ Constrains ▪ Product Vision Statement
▪ Lessons Learned ▪ Release Plan
▪ Minute of status meetings ▪ Sprint Backlog
▪ Project Charter
▪ Power Point (or other presentation software) slide decks
▪ Requirements
▪ Scope
▪ Scope Baseline
▪ Subsidiary project management plan
(Scope Management Plan, Requirements Management Plan,
Change Management Plan, etc.)

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 Domain Process
CONFIGURATION MANAGEMENT Task 12
❑ Configuration Management is a tool used to manage:
▪ Changes to a product or service being produced.
▪ Changes to any of the project documents such as schedule updates.

❑ Configuration Management is used to:

▪ Control product iterations.
▪ Ensure that product specifications are current.
▪ Control the steps for reviewing and approving product prototypes, testing standards, and
drawings or blueprints.

❑ Configuration Management focuses on the following:

▪ What work products need to be managed,
▪ How these products will be created, stored, revised, documented, and archived.
▪ The processes and the authorization levels for doing so.
▪ The naming schemes for different types of revisions.
▪ Release management for products which will be released incrementally.

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 Domain Process
Task 12
CONFIGURATION MANAGEMENT SYSTEMS

▪ A configuration management system is a collection of procedures used to

track project artifacts and monitor and control changes to theses artifacts.
▪ One of the subsystems of the configuration management system is the
change control system.
▪ Configuration management systems, when combined with integrated change
control, provide standardized and effective ways of managing approved
changes and basslines within the project.
▪ Configuration control involves specifying the deliverables and process,
whereas change control involves identifying, recording, and supervising
changes to project baselines.

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 Domain Process
Task 12

Version Control
▪ Is a system that records changes to a file in a way that allows you to retrieve
previous changes made to it.
▪ Each time the file is updated, it is automatically saved and then given a new version
number.
▪ The version control system can contain a date/time stamp and the name of user who
made the changes, thus providing a digital “paper trail” of the document’s history.
▪ A robust project management system will contain version control for important
artifacts such as project management plan, the subsidiary project magnet plan, the
scope, and other documents.

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 Domain Process
STORAGE / DISTRIBUTION OF ARTIFACTS Task 12

▪ Artifacts should be stored in a location that is accessible to the people who use them.
▪ Small projects where team members are in a single location might use a simple, paper-
based storage system with documents in notebooks and/or file boxes where they can be
accessed easily.
▪ Larger projects where team members are geographically distributed, Cloud-based
document storage and retrieval systems are appropriate.

Off-the-shelf systems are available with a wide range of features, including:

▪ Built-in version control.
▪ Document check-out and check-in.
▪ User-based document security (read only, create, create and edit, edit only, delete, etc.).
▪ Automatic email notification to specified users when a document is created or edited.

The system chosen to distribute project artifacts should also be based the size and
complexity of the project.

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Task 14

15. Establish Project

Governance Structure

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 Domain Process
Task 14

Task 14: Establish Project Governance Structure

01 Determine appropriate governance for a project

02 Define escalation path and thresholds

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 Domain Process
Task 14

Project Governance
▪ Project governance is the framework, function, and processes that guide project
management activities in order to create a unique product, service, or result to meet
organizational, strategic, and operational goals.
▪ It is a comprehensive methodology that provides oversight on the project life cycle for
the organization and ensures its success.
▪ It provides structure, processes, decision-making models, and tools for the project
manager and team to manage the project.
▪ It provides critical support to the project and is method of controlling the project and
increasing the success of the project by defining, documenting, and communicating
effective, reliable, and repeatable project practices for the project to use.
▪ In large organizations that utilize a Project Management Office (PMO), governance is
generally managed and controlled by the PMO.

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 Domain Process
Task 14
PROJECT GOVERNANCE FRAMEWORK
A project governance framework can include:
▪ Project success and deliverables acceptance criteria.
▪ Process to identify, escalate, and resolve issues.
▪ Project organization chart with project roles.
▪ Communication process and procedures.
▪ Processes for project decision-making.
▪ Guidelines for aligning project governance and organizational strategy.
▪ Project life cycle approach.
▪ Process for stage gate or phase reviews,
▪ Process for review and approval of changes above the project manager’s authority.
▪ Process to align internal stakeholders with project process requirements.
▪ Relationship between project team, organizational groups, and external stakeholders.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 14

Guidelines to Determine Appropriate Governance for a Project

▪ Involve the organization’s decision manager, who are frequently its senior managers.
▪ Choose the most appropriate governance goals, and try to keep them simple.
▪ Select a group of experienced individuals to be responsible for all governance activities.
▪ Practice governance for projects, programs, and portfolios.
▪ Keep the governance process transparent to the project stakeholders.
▪ Remember that governance is an evolutionary process, and take advantage of the
lessons you have learned during it.

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Task 15

16. Manage Project Issues

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 Domain Process
Task 15

Task 15: Manage Project Issues

01 Recognize when a risk becomes an issue

02 Attack the issue with the optimal action to achieve project success

03 Collaborate with relevant stakeholders on the approach to resolve the issues

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15
ISSUES
A current condition or situation that may have an impact on the project objectives.
In other words, it is an action item that the project team must address.
Issues can arise in many project management processes, most often in monitoring and
controlling.

Common areas include:

▪ Scope change control.
▪ Schedule control.
▪ Cost control.
▪ Project variance analysis.
▪ Quality.
▪ Risk.
▪ Procurement.
▪ Communications.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15

RISK VS ISSUE

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15

RISKS AND ISSUES

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15

RISKS AND ISSUES

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15
ISSUE LOG
▪ The issue log is a document where information about issues is recorded and monitored.
▪ It is used to track problems, inconsistencies, or conflict that occur during the life of the
project and require investigation in order to work toward a resolution.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15

Issue Resolution
▪ When an issue arises, it should be promptly added to the issue log.
▪ Each issue should have an owner who is responsible for tracking the progress of the
work around and reporting back to the PM.
▪ The due date should be realistic, and every reasonable attempt should be made to
meet it.
▪ Issues should be a regular topic of every status meeting, with the goal to keep the
number of open issues to a manageable number.
▪ Don’t hesitate to escalate an issue to the project sponsor if it begins to have a major
effect on the project.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 15

Guidelines to Resolving Issues

To Resolve issues, follow these guidelines:
▪ Use your organization’s issue log template, or in the absence of one, create a issue log.
▪ Train project team members to promptly report potential issue to the project manager.
▪ Enter the issue into issue log, and assign an owner and a due date.
▪ Monitor progress, and discuss each open issue at every project status meeting.
▪ Develop a response (also known as a workaround) to the issue.
▪ Assess the impact of the response.
▪ Approve the response.
▪ Close issue.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
Task 17

17. Plan and Manage

Project / Phase Closure

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Task 17: Plan and Manage Project / Phase Closure

01 Determine criteria to successfully close the project or phase

02 Validate reediness for transition (e.g., to operation team or next phase)

03 Conclude activities to close out project or phase (e.g., final lessons learned,
retrospective, procurement, financial, resources)

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

CLOSE PROJECT

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 Domain Process
Task 17

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

❑ CLOSE PROJECT OR PHASE is the process of finalizing all activities for the project,
phase, or contract.
❑ THE KEY BENEFITS OF THIS PROCESS are the project or phase information is archived,
the planned work is completed, and organizational team resources are released
to pursue new endeavors.

▪ When closing the project, the project manager reviews the project management
plan to ensure that all project work is completed and that the project has met its
objectives.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Close Project or Phase Criteria

▪ The project or phase successfully me its completion objectives.
▪ The requirements changed during execution to the point where the project is no longer
feasible.
▪ Adequate funding is no longer available to complete the requirements.
▪ Significant risks are encountered that make the successful completion of the project
impossible.
▪ The organization no longer needs the project deliverables.
▪ External factors arise that do away with the need for the project. Example of these
factors include:
- Change in laws or regulations.
- Merger or acquisition that effect the organization.
- Global or national economic changes.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Close Procurements
▪ Procurements are closed when the contract terms of a procurement have been satisfied
by both the buyer and seller.
▪ This occurs throughout the life of the project, not during project closure.
▪ Contracts are not kept open any longer than necessary, to avoid erroneous or
unintentional charges against the contract.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17
ACCEPTANCE
▪ Project deliverables are deemed accepted when certain acceptance criteria have been met.
▪ These criteria generally refer to some or all of the requirements that were established at the
beginning of the project (and which might have been modified during the project’s life cycle).
▪ Deliverables that meet these acceptance criteria are formally signed off and approved by
the customer or sponsor.

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 Domain Process
Task 17

Payments
▪ Payments made to a supplier or vendor are made in accordance with the terms of the
contract between the buyer and the supplier or vendor.
▪ Unless a contract is closed at the completion of the project or phase, payment will likely
have been made at the time of contract closure.
▪ It should not be delayed until project or phase closure (unless specified in the contract),
to avoid the potential for accidental charges to the contract.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Transition Planning Artifacts

▪ The project readies for the product(s) to be in the hands of end users, coordination and
strategy about how best to deliver and transition the product and other deliverables is
needed.
▪ Projects that release and deploy deliverables in the most suitable manner ensures end-
user awareness and increases the proper usage and adoption of the outputs.
▪ Optimizing acceptance and usability includes preparation of artifacts such as training,
documentation, communication, and support.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Transition Readiness
▪ Releasing, delivering, and deploying your project’s work into an environment that is not
ready may negate its value.
▪ Project teams must examine the readiness of all parties and prepare them for delivery.
▪ This incudes the end users, the business, the physical resources, and even the project
team – for example, if there is an increase of questions and support issues.
▪ Transition readiness is most critical in situations where there is an upgrade or
improvement to an existing product or service.
▪ Guiding a seamless transition from an earlier version, method, software, process, or
hardware to the output of your project requires coordination, planning, and readiness.
▪ You should assess the readiness of all parties, then implement the transition plans
accordingly, and finally capture lessons learned for the next release or project.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Lessons-Learned Register
▪ At the end of the project, you have gathered all of relevant information about the work
done in a project or a project phase and documented in the lessons-learned register.
▪ It’s important to include both what the project team did well and what needs to be
improved on.
▪ When the project is closed and the lessons-learned register is complete, the register
content to be added to lessons-learned repository so future project teams can benefit
from this knowledge.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Considerations of Lessons Learned

▪ Scheduling lessons learned include any relevant scheduling problems or issues.
▪ Conflict management lessons learned.
▪ Sellers lessons learned include seller experience and performance documented and
provided to the procurement department.
▪ Strategic lessons learned are those that typically impact some aspect of the
organization’s project management methodology or significantly improve a template,
form, or process.
▪ Other aspects of lessons learned include and customer satisfaction, any corrective
action taken in response to issues.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Close-Out Meetings
▪ Close-out meetings are sessions held at the end of a project or phase, they involve
discussing the work and reviewing lessons learned.
▪ Close-out meetings may include stakeholders, team members, project resources, and
customers.
▪ They typically follow a formal agenda and may require official minutes to be recorded.
▪ Some organizations require the minutes from close-out meetings to be completed in
full, approved by management, and preserved in a specific manner.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Retrospective
▪ The close-out meeting in an agile project is called a retrospective and consist of the
agile team, Product Owner, and key stakeholders.
▪ Conducting a retrospective encourage the participants to review what went well and
what could have been done better.
▪ This assessment includes the work on the product, but also the processes, level of
collaboration inside and outside the agile team, and other areas that influence the
effectiveness of product delivery.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Guidelines to Close a Project or Phase

▪ Review the project management plan, accepted deliverables, and OPAs to confirm that the
activities for the project are complete.
▪ Some organizations and application areas have a project termination check list that may be
useful when closing out a project or phase.
▪ This helps to ensure that you are thorough in your administrative close out.
▪ Gather and organize performance measurement documentation, product documentation, and
other relevant project records for ease of review by stakeholders.
▪ Confirm project’s products meet compliance requirements.
▪ Release project resources.
▪ Update records to ensure that they reflect final specification.
▪ Be sure to update the resource pool data base to reflect new skills and increased levels of
proficiency.
▪ Analyze project success and effectiveness and document lessons learned.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Domain Process
Task 17

Guidelines to Close a Project or Phase

▪ Prepare lessons-learned reports and a final project report.
▪ Obtain project approval and formal project acceptance.
▪ Demonstrate to the customer or sponsor that the deliverables meet te defined acceptance
criteria to obtain formal acceptance of the phase or project.
▪ This may involve preparing an end-of-project report or giving a presentation.
▪ Archive a complete set of indexed project records.
▪ Celebrate the success of the project with the team and other stakeholders.

OC In-House Training Courses - Project Management Professional (PMP) - Eng. Andrew Rizkalla - 01281150908
 Provided By
Andrew Rizkalla
PMP® – PMI-RMP® – PRMG – CPM

Holds a bachelor degree in architectural engineering

(2009), certified as a Project Management
Professional (PMP) and Risk Management
Professional (PMI-RMP) from PMI.
Member ID: 6718280

▪ Construction Project Management

Authorized by Columbia University, NY

▪ Manage Project Risks and Changes

Authorized by University of California, Irvine

▪ Leading People and Teams

Authorized by University of Michigan
Thank You